Gaps in employment? Explain clearly, tell the truth in interview

Published on Wednesday, Mar 26, 2008

So you have gaps in your employment history, well who doesn’t? The pertinent question is what will you do about it?
Most people have a rocky job history marred by a gaping hole or two. The gaps can be due to various reasons like the regular layoffs, firings and resignations, time off for higher studies or travelling abroad to even personal issues like having a baby , ill-health, sick relatives, death in the family or divorce.
The glaring gap ups the employers’ antennae with worries over the candidate’s stability and reliability. Even applicants cringe at the thought of marring their resumes and ruining their job prospects with these ‘non-working gaps’.
But, the ‘unaccounted period’ will hurt your job search only if you allow it to. It’s actually less of an issue than you think, in fact employers are open and willing to accept reasonable and true explanations. Therefore, it’s how you present your case that can make the difference.

How long were you between jobs?
Nobody needs to know that you were out of work for a few months. Small gaps can be easily camouflaged by listing years of employment and eliminating the exact months.
Some career experts suggest that opting for a functional resume that showcases your varied strengths, talents and experience rather than the standard chronological one can help cover lengthier periods of unemployment. But, savvy recruiters are wise to the strategy and it raises further red flags that the candidate may be trying to hide something.
Again, a relatively earlier gap can be safely ignored, especially if it is followed by steady career progression and the rest of the resume reads well. It is more the recent interruptions in your work history that can cause grief.

What did you do while you were not employed?
List out what you did during your time of unemployment, i.e. if you haven’t whiled it away watching TV all the while!
If you were pursuing some courses, they can be listed in the education section of your resume.
Activities like voluntary work; temporary jobs, freelancing, consulting, mentoring, special projects and community involvement do count as well and can be included in the experience section along with the job title, company name, description and dates.
What you should do is try to put a spin on the situation to capitalise on the gap and present yourself in a new light.
Show that you have expanded your horizons, widened your experience, built a skill set or updated your job knowledge during the phase. Even trying to set up a new business exhibits your ability to take risks and accept failure. Caring for a baby, relatives or elders reflect on your values and interests.
Else, indicate that you have been actively searching for a suitable new role and this is a positive opportunity to identify a position in which you will thrive.
As a career coach rightly observes, “Talking about positive things you did during a period of unemployment won’t erase the gap in a resume, but they do provide the chance to move the conversation past the gap, while offering proof that you are ready and able to work.”
Shifting the spotlight to your skills and accomplishments shows your value, taking the emphasis off your work chronology. The underlying principle is to assuage the hiring manager’s fears that you are not dependable.
You can address extensive employment gaps in the cover letter with a simple and succinct explanation that is not mushy with excessive personal details. Be ready to discuss the same straightforward clarifications in the interview too.
While the exact response will depend on your individual circumstances, never lie or embellish the details as they will only come back to haunt you; prospective employers can easily work out the truth during background and reference checks.
Apart from this, maintain a positive perspective during the job-hunting period. There is nothing wrong with being out of work for whatever reason and interval, regardless of what the employer thinks. So, do not be apologetic or defensive over the same.
What you should do is be positive, confident and prepared to answer detailed questions on your unemployment stint.
Show that you are optimistic, diligent, responsible and most of all, eager and excited to return to the workforce.

PAYAL CHANANIA

One man positions need actual backup

Published on Wednesday, Mar 26, 2008

With job-hopping being the order of the times, workers are prone to quit their jobs at the drop of a hat. Employers cannot always see it coming and are well and truly left in the lurch. And whom can they turn to at the eleventh hour? Conducting comprehensive external searches takes time and so does scouring existing employees for a worthy replacement. The vacant position has to be filled swiftly and it is not always as easy as simply promoting the immediate subordinate.
Hurriedly supplanting the best available candidate as the last resort can wreak further havoc in an already chaotic situation, especially if it happens to be a critical position.
So, is maintaining fluid continuity next to impossible? Does organisational success have to hinge on the decisions of employees?
Not necessarily… picture this. What if the management has been quietly anticipating future needs and identifying ‘hot seat’ positions that will require ongoing skilled personnel from the top down? A list of qualified successors have been identified and put through rigorous mentoring, training and job rotations to further prime them to take over the roles as and when needed. By thinking ahead and designing a sound ‘back-up’ strategy, the company is well prepared for the unexpected.
Whenever any top-performing employee should jump ship, an earmarked and ‘anointed’ employee is already waiting in the wings. He/she can easily slip into the role and assume the mantle without missing a beat.
Facilitating such a structured and smooth transition with minimum disruption of duties, calls for careful, considered and ongoing succession planning. As a top HR expert points out, “Depending on one man alone can often be dangerous and thus a backup is required. This is where succession planning comes to the rescue for it ensures that the organisation does not come to a standstill and there is always someone to take it forward.”
Comprehending this need, top companies like IBM, PepsiCo, GE, Johnson & Johnson and Procter & Gamble have been known for cultivating talent over decades. They boast a list of qualified candidates who are well versed in the operations and can take over the ropes should anyone right from their CEO and top executives to people in other key positions leave for some unforeseen reason.
Succession planning is a protracted process as identifying, isolating and training successors does take time. But by beginning to employ progression strategies, the management will not be caught off guard at any given point and can quickly appoint a suitable stand-in for a provisional period. This way they can avail the grace period for finding a more appropriate replacement, not to mention testing out the interim employee and making it into a permanent appointment later.
Then again, while both the necessity and importance of succession planning cannot be discounted, the act of pinpointing ‘in line’ successors does stimulate internal competition and conflict. Colleagues have been known to butt heads in the battle to win the coveted ‘promotion’. In a contrasting scenario, a primed employee may himself abandon the company or back down from taking up the post at the last minute.
In accordance, not only should the management cultivate a shadow group of talent, but also make concentrated efforts to encourage overall development of employee knowledge, proficiency and potential right through the organisation. This will not only pipeline a high-potential talent pool offering multiple options for replacing leaving employees and maintaining business continuity, but also generate leadership talent for grooming the leaders of tomorrow.

PAYAL CHANANIA

Investigate internal options before changing jobs

Published on Wednesday, Mar 19, 2008

Very often people like the company they work for, but leave because they have problems with the boss or colleagues, are bored with the job or just hungry for a new challenge.
Its time to make a move, but the greener pastures may be closer than you ever thought.
Yes, instead of blindly rushing to look for new jobs and jumping ship, you can consider switching to another department within the same organisation.
Pursuing internal opportunities is especially attractive if you are comfortable with the company at large, and is also easier than external moves. Even employers favour filling vacancies by hiring existing employees because of the familiarity with their skills and proven track record. Not only does internal mobility work in their favour as an effective retention tool, but also begets the implied advantage of ‘no break-in period’, as internal transferees can hit the ground running. In fact, many openings are first offered to internal employees before being advertised.
Moreover, in-house options give employees the best of both worlds by preserving the work environment, relationships and other benefits sans the additional stress of a full-fledged job search. You can achieve continued development and steady advancement without acquiring the tag of job-hopping. What’s more, you don’t have to hide your job hunt either!

Netting an internal transfer
An internal move can be the heaven-sent answer to all your problems. But, do not opt for this route just because a vacancy is in the offing. First ponder on your employment interests, job needs, career path and long and short-term objectives. Explore the kind of job you are seeking and what new elements you expect from the change – is it different work, unique challenges or better pay.
Also, will the transfer to another part of the organisation be a temporary one before returning to your old job, or are you considering a more long-term move.
Do not upset the apple-cart – A diplomatic approach from the onset is needed especially if you want to remain on good terms with everybody.
Speak privately with your manager and explain your reasons as he may resent losing a valued employee.
Formulate an acceptable explanation for your move like change of environment, testing your potential, improving cross-functional skills or broadening your understanding of how the business works. If he does not want you to go, you can field it as being ‘good for the company’.
Also, check your company policy on job changes. Some organisations require employees to work in one area for a mandatory amount of time before switching to another, while others necessitate managerial approval even before applying for internal jobs.
When it comes to the actual opportunity - A good starting point for exploring internal vacancies can be the corporate website, intranet, newsletters or even staff bulletin boards where employers advertise openings. Otherwise contact your HR manager or department head about the same.
You can even network with others to source out hidden job opportunities that are never announced publicly. Let your contacts know that you are considering a move (lateral, reassignment or promotion), the type of positions you are interested in and what you can offer to another part of the business.
If your boss happens to be supportive and will not feel threatened by your plans, enrol his assistance in seeking opportunities within the organisation. Once he is willing to back your bid, he can bring up your name with the right people when the time comes to fill a vacancy. You can even mull over getting a mentor to guide your strategy and advocate your move.
A move up the ladder is ideal. But you have to make yourself promotion-worthy by developing your skills, seeking feedback, taking up work outside your job description, volunteering for important projects or asking the manager to delegate extra work.
Shine the light on your achievements and demonstrate thinking that is in line with higher-level goals and objectives.
Landing the job - You cannot afford to adopt a casual approach just because it’s an internal move; the same rules and standards apply as for external job hunts. Formulate an updated functional resume, write a cover letter, dress well, be confident and display polished professional skills at the interview.
A structured transition – When moving out of the old job, do complete your projects, wind up pending work and help in passing the baton to your replacement. Also, getting to know people in the new department in advance can smoothen your move.
Manage old and new relationships well so that you do not end up damaging your reputation and losing old contacts at the expense of new workmates.
To wind up, do investigate internal options before changing companies, but if nothing works, do not hesitate to look outside for better opportunities either.

PAYAL CHANANIA

The spectre of workplace identity theft

Published on Wednesday, Jul 11, 2007

Nothing is sacrosanct anymore! Everything from an employee’s name, address, birth date to his bank account and credit card details are up for grabs.
How confidential are ‘confidential’ information records if all it takes is a few keystrokes and the complete identity goes for a toss!
It’s not technology to the rescue once again, infact the opposite is true as technological developments play spoilsport with people’s identities.
Identity theft is the crime of the century – the latest and most horrendous of a string of appalling white-collar crimes. Almost everybody is unsafe, as more and more data fraud cases are making international headlines by the day. A recent U.S. Federal Trade Commission study suggests that identity theft has doubled in the past year, as nearly 10 million Americans have been victims of identity takeover. On an average this costs individual victims $500 each and businesses an estimated $48 billion a year.
What’s more, the incidence is rapidly spreading to developing economies like India too. And shockingly, employee identity theft forms a whopping 90% of overall business record theft!
Hackers unscrupulously break into classified company information to steal employees’ identities. The personal details are sold off to bad elements who abuse the data to no end. They assume false identities to secure loans, gain employment, buy cars, rent houses, rack up debts and even perpetrate serious crimes.
Hapless victims are forced to legally change their names and details to prevent the nightmarish misuse. However, the worst damage is already done within the first few hours, while untangling from the mess takes years. Therefore, with the mounting scare of mortal embarrassment, financial mutilation, reputation blemishes and life devastation, is it any wonder that the general public is becoming increasingly paranoid about personal identity security? Afterall, what is more important than your name!
Asking for trouble
With identity thieves on the prowl like never before, personnel data is AT RISK! Sensitive employment information featuring in job applications, payrolls and employee records is ripe for the picking as companies carelessly permit open access to all and sundry.
Can the corporate world actually afford to be lackadaisical over data security concerns even now? Infact, the onus of security is on the organisation as vulnerable employees are looking to employers for adequate protection. As a top data security director, Bob Brand counsels, ‘It’s bad business not to protect to the best of our ability an individual’s personal information. Why would you want to work for a company that does not protect your information?’
Moreover, with rising legislation, in the near future companies will be held legally accountable and can be sued for identity breach.
Keeping out of reach
‘Identity theft is a crime of opportunity. Vigilance and awareness is essential in combating the fast growing non-discriminatory crime’, says Johnny May, a specialist in protecting individuals and organisations from identity theft.
Employers have to learn to protect their employees from the invasive crime. Moreover, as most data theft is from within the company’s rank-and-file, changing the negligent approach is more than warranted. Afterall, it’s a whole lot easier to keep the identity theft from happening than to repair the imminent damage.
For starters, determine where and how employee information is currently stored – in the form of paper files and spreadsheets, on executives’ computers or in online format. Then institute security measures like:
• Tightly control general contact with data files by reviewing who should and needs to have access. Restrict the access to limited staff with strict guidelines for those who have the authority to handle the personal-identifying information.
• Secure physical employment records. Basic security precautions such as alarm systems and locking storage areas where sensitive information is stored are often overlooked.
• Safeguard the digital information with sophisticated security measures like password-protection, data encryption and firewalls that keep intruders out by preventing unauthorised entrance.
• Train employees who handle the sensitive data about safe record keeping and preventing accidental disclosure.
• Conduct regular audit trails to track database access and isolate illicit/unnecessary retrievals.
• Do not request superfluous information from employees. Acquire reasonable details in a safe manner without any scope for incautious lapses.
• Dispose off sensitive personal data once it is no longer needed. Destroy sensitive matter in a shredder (papers tossed in the trash are a sitting duck).
• Scrutinise employee backgrounds especially for vulnerable jobs like HR and payroll that involve access to employee records.
• Limit ex-employee access to internal computer networks instantly to prevent unhealthy infiltration.
• Some companies employ third-party investigators to gauge organisational vulnerability and check identity thefts while some others institute in-house privacy officers too.
Also, employ additional safeguards like educating employees about how to keep their own identities safe - proper personal information disclosure and procedures for data protection with emails, newsletters, staff orientations, departmental meetings, workshops or conferences.
Finally, inspite of all the tech-savvy practices, no protection is completely foolproof. All that we can do is minimise the risks of identity theft, as eventually crooks will outwit the best security. James Van Dyke, president of Javelin Strategy & Research, USA concludes, ‘Fighting identity theft is a cat and mouse game – there’s always room for improvement!’

PAYAL CHANANIA

The social responsibility challenge in recruiting

Published on Wednesday, May 09, 2007

KEEN ON attracting and retaining the top talent for your business? Then subtly shift tactics from flaunting huge pay packages and promotions to highlighting your sincere commitment to social responsibility.
With the changing paradigms of environmental and ethical awareness, the general public today is sensitive to commercial self-interest, environmental accidents, faulty production values and improper treatment of employees. As such, an organisation's reputation for corporate social responsibility, or lack thereof has a resounding impact on branding, productivity, publicity and profits. The recent pesticide brouhaha that swiftly debilitated various soft drink giants is a definite case in point.
Moreover, `doing the right thing' and investing back into the community can turn into a major recruiting tool too. Employees now hold their companies to high standards and want to be proud of the company they work for. They expect employers to rise above the obsession with the bottom line by operating in the interests of everyone. Hence, an altruistic image sans dirty scandals can drive job choices and become a competitive determining factor when it comes to a toss-up between two or more companies. As Dave Pace, executive vice-president at Starbucks says, "Social responsibility is a terrific recruiting and retention tool. These days, people want to work for an organisation that stands for something beyond profitability. Not just one that's successful."
Even a recent survey of MBA students from 11 leading American and European business schools reveals that 94 per cent candidates are willing to accept a lower salary (an average of 14 per cent lower) to work for a socially responsible firm. In fact, a reputation for ethics and caring about employees ranked third in importance (at 77 per cent) when choosing a job.
Serving the common good
Companies have to wake up to their obligatory role in society by shunning the reprehensible image of a ruthless eye on profitability alone. Their corporate decisions should defer to the social and environmental consequences instead of springing solely from financial considerations. This calls for gravitating towards a value-based business model that operates on the principle of greater good of the society they operate in.
Corporate activism entails an active involvement in a wide variety of worthy causes like human rights, global warming, community development, healthcare, education, and poverty and women empowerment. The initiatives can range from donations, charities, fundraisers or scholarships to even instituting environment-friendly policies. Socially responsible investment is epitomised by working in conjunction with local communities, financially supporting NGOs, encouraging underprivileged sections or protecting the abused. Companies can even inculcate employee involvement by encouraging them to teach in government schools, volunteer in orphanages, raise funds or perform pro bono work.
Leading companies like Infosys, Wipro, Tata and TVS are instituting charitable trusts and foundations that clean parks, plant trees, build hospitals, schools, libraries and orphanages, organise rehabilitation programmes for tribals, destitutes, mentally retarded or homeless children and spreading AIDS awareness. Other small, socially responsible firms are following suit. Organisations should incorporate such positive gestures in their recruiting and advertising material as well as articulate them on websites or newsletters to show that they care.
Doing the right thing
Philanthropic campaigns and championing social causes alone is not the touchstone of a strong sense of corporate social responsibility. It necessitates a holistic approach to business that upholds high moral standards of behaviour. In fact, the World Business Council for Sustainable Development defines corporate social responsibility as, `The continuing commitment by business to behave ethically and contribute to economic development while improving the quality of life of the workforce and their families as well as the local community and society at large'.
Ethics and company mission constantly come under the scanner, as employers are obliged to be socially responsible in their business activities too. They should proactively engage in best practices when it comes to corporate governance and workplace issues. Maintaining ethical performance and responsible business practices in line with the company mission is essential.
Honouring ethical values, forbidding age/sex discrimination, respecting employees, developing family-friendly policies, offering social benefits and including employee/customer views in business strategy go a long way in building a genuine perception of socially responsible corporations.
Many companies also organise ethics training for managers to educate regarding treating employees well. This encourages staff to voice concerns, and respond appropriately to ethical dilemmas thereby fostering relationships with customers. Some are also instituting specific `Corporate Social Responsibility' departments or executives to ensure morally acceptable standards of conduct. The resultant goodwill will set-off a cascading effect as employees, customers and shareholders alike will relish spreading the good word!
As Marc Gunther, a senior writer at Fortune magazine states, "The primary driver of corporate social responsibility is the desire of companies to attract better employees and engage the people they already have".

PAYAL CHANANIA

The invisible truth of a job search

Publsihed on Wednesday, Feb 07, 2007

WHAT does an average job seeker do when looking for a job? Blast his resume to umpteen search firms and sit back to await a flood of responses. Truth dawns slowly. It is often a long wait indeed! Candidates report waiting for months without receiving even a single call. Disappointed and disenchanted the cycle repeats.
Atypically, recruiters ignore unsolicited candidates, and job seekers feel personally insulted at this total lack of response. "One would expect the basic courtesy of a reply. But it's like a black hole. It's disappointing that the most nominal of efforts are not made", grumbles one frustrated applicant.
What most self-absorbed candidates fail to comprehend is that recruiting agencies work for the companies who have hired them and not for the average job seeker on the road. Client companies pay them to identify and recruit employees for specific jobs to meet their staffing needs.
Per se, head hunters are job-order driven and solely seek to fill open positions successfully. Working on behalf of the company offering the opening, they match jobs to people and not vice versa. They also have the client company's interests at heart and finding a job for a particular candidate is secondary.
Not all eggs in one basket
Do not delude yourself unnecessarily, as you, the job seeker are just a means to an end (recruiting fees) and not an end in itself. It's absolutely not their business to help just about anyone find a job. So, the question of having let you down does not arise.
Also remember that recruiters are usually too busy working on specific assignments to bother contacting candidates unnecessarily. They will get in touch with you if and only if you happen to fit the job profile they are currently pursuing. However, most job seekers operate on misleading assumptions and behave as if recruiters exist fundamentally to find them a job, a belief that actually further thwarts their prospects.
You have to take command to get the job you want. Therefore, instead of placing your job search solely in the hands of recruiters, combine a variety of diverse strategies to lead yourself to the next job.
Workplace experts opine that a healthy dose of networking among your personal and professional contacts can still get you a foot in the door like nothing else. As Chris Forman, CEO of AIRS, a leading U.S. recruitment solutions-provider notes, "Technology cannot supplant good old-fashioned networking". Also, explore other conventional avenues like classifieds, job boards, company websites, employee referrals, career fairs and the like.
The above options in no way hint that job seekers should entirely eliminate placement firms from their job search strategy. After all, companies are increasingly relying on recruiters to fill their open positions.
Also recruiters can provide access to hidden jobs and increase hiring chances by preparing you for the interview, presenting you well and even negotiating or buffering to a certain extent.
You can actually use a recruiting agency to position yourself as a better and more successful candidate. The trick is to understand how they operate so that you can enlist their aid by working with them pro actively. Jennifer Zaslow, Editor, Career Tips & Tactics advices, "Making connections with executive recruiters isn't rocket science. But it does require a targeted approach, sharing of information, good timing and persistence".
For the most part, recruiters do not pay attention to unsolicited candidates. Try to catch their eye through a remarkable and keyword-rich resume. Else, get them to approach you by asking someone to refer you as a viable candidate.
Intelligent blogging, intriguing e-portfolios, attention-grabbing profiles on business networking sites can attract attention to your work and interests, and also increase your visibility by getting your name on their radar time and again.
Promote yourself as a marketable player, because a headhunter is more likely to grab you if he perceives you as a lucrative proposition for a prospective employer. An open and flexible focus that is game for diverse opportunities presented by a recruiter also scores points over stringently held requirements. Also, try to be honest and cooperative at every step.
Cultivate effective relationships by feeding recruiters with information on industry insights, current market news and experienced advice along with qualified leads.
Offering a consistent helping hand will win you confidence and credibility in the long run.
A renowned career coach Ian Christie affirms, "Developing a relationship with the search firms and their professionals is best looked at in the long-term. Yes, you can have a short-term payoff.
But the real reward for nurturing those relationships is repeated access to opportunities over the course of your career. And, if you are lucky, relationships with interesting players in your industry".
All said and done, never rely totally on headhunters to find you a job. Instead, display your expectations realistically to complement your job search.

PAYAL CHANANIA

Suavely manage your mobile for success

Published on Wednesday, Mar 14, 2007

'CELLPHONES are the cigarettes of this decade!' scream human resource experts as mobile phone usage is going totally over-the-top and spiralling out of control.
Well, to mobile addicts nothing else seems to matter. They consider a cell phone a carte blanche to lambast others with annoying ringtones and banal conversations. A recent survey shows that 78 per cent people observe poor cell phone etiquette at least once every day, yet 98 per cent rate their own cell phone behaviour as courteous or somewhat courteous.
The hallowed portals of the workplace are not spared of the travesties either. Though wireless telephone technology is a boon for getting in touch with clients, colleagues or bosses anywhere, anytime, its boorish misuse is corrupting even basic courtesies. A cacophony of ringtones distracts employees every other second; they have no choice but to unwillingly eavesdrop on colleagues' strident discussions of dinner menus with their children, haggling with a hired-help or ugly marital squabbles. Some go as far as answering cell calls in the middle of a meeting, in fact as Mary Westheimer, founder of Bookzone.com says, `At a Publishers Marketing Association conference, when a panel member was presenting his part of the event, his cell phone rang and he stopped his presentation to answer his phone!'
Mobiles with built-in cameras and voice-recorders are compounding the already severe problem. Employees do not think twice before surreptitiously taking pictures of colleagues or customers. Not to mention the alarming hazards of employees photographing confidential information and trade secrets or recording classified discussions.
To overcome the thorn in their side, organisations have to lay down the law with specific company policies dictating cell phone usage. Some companies have taken the drastic step of banning mobiles in the workplace. It is however advisable to be proactive and set guidelines defining their usage. For instance, they can establish parameters like `ringer disabled' or prohibit them near proprietary documents and processes. Whatever be the policy, it should be clearly communicated and strictly enforced. Contravention should lead to loss of privilege, disciplinary procedures or even termination.
As mobile phones become ubiquitous, policies alone cannot curb inconvenience and inefficiency. Employees have to conscientiously check their addiction and keep it within the realms of polite courtesy. Here's what Miss Manners has to say:
The 'silent' way - The voguish ringtone maybe music to your ears, but it can be irritating and disruptive for others. To avoid the discomfiture, keep the cell phone on `vibrator' mode. Else, set the ringer at a low level with a tune that is soft, gentle and not annoying. Even when you are immersed in work, avoid disturbances and let your calls go to voicemail.
'Cell yell' - 72 per cent people feel that the worst cell phone habit is having loud conversations in public. Still, most people instinctively bellow into their handsets to attract attention or surmount weak connections. But, a cellphone is armed with a sensitive microphone that can pick up soft sounds. So, be sensitive to the needs and comforts of others and speak in a civil, pleasant tone. Try to keep your voice low and discreet by directing your face down and slightly into the chest.
Buffer zone - Due to the proximity in the shared workspace, colleagues cannot help but overhear shocking and confidential revelations. Ensure privacy by stepping away from others and maintaining at least a ten feet distance while attending to calls. Avoid answering the phone if the conversation is either impossible or inappropriate. Also, do not air dirty laundry by indulging in angry outbursts, intense arguments, emotional discussions, intimate dialogue or other personal drama.
Face time - Interrupting a face-to-face interaction to answer a phone is a strict no-no. You cannot expect someone - be it your superior, colleague or subordinate, to hang around twiddling their thumbs while you chatter on. If it's urgent, politely excuse yourself before taking the call and wrap it up quickly.
Meeting protocol - Experts even advice against carrying mobiles to a meeting as any call can wait until the meeting is over. Still, if you are expecting an urgent one, keep the mobile on vibrator and apologise, `I am sorry but I have to take this call' before answering it.
Flaunt-n-flash - Many try to impress others by brandishing fancy mobiles. Suppress the `show off' tendency using it inconspicuously and try to avoid phone attention. Use it to stay in touch without attracting unnecessary attention.
Voyeurism - Before amusing yourself by taking offensive or confidential pictures, beware of the heavy price of litigious implications.
So, craft a winning personality by suavely managing your mobile phone for success with a proper ringtone, appropriate timing and savvy response to it when it rings. As writer Matt Krumrie warns, `Keep in mind that constantly checking your cell phone, fielding personal calls or checking text messages is a clear sign to your boss that you either don't take your job seriously or don't have enough work to do.
If that is the case don't be surprised if you are using your cell phone for something else in the near future - finding a new job!'

PAYAL CHANANIA

They are not foreigners, just staff

Published on Wednesday, May 30, 2007

A German candidate essentially forwards a prolonged CV running into five or six pages whereas a Frenchman prefers a short, hand-written one. Russians indulge in detailed biographies and the Chinese present numerous recommendation letters to back them up. An Austrian applicant invariably lands up in highly formal attire, irrespective of the weather, while Americans are casualness personified. Australians display right attitude traits like honesty and straightforwardness at an interview and the Finns prefer to showcase their teamwork skills rather than technical abilities. A Canadian aspirant waxes eloquent on his accomplishments while the British focus on competencies and competitiveness.
To top it all, a Swede will definitely turn up with a trade union representative in tow.
Contrary to what it may appear, this is not a satire on the individual job search idiosyncrasies of different nationalities. It merely presents a window for recruiting foreign applicants in keeping with the global trends. Yes, looking across the country’s borders for fresh talent is no flash-in-the-pan. With a global culture becoming the order of the day, mixing foreign faces among the domestic employees has become a universal war cry. For example, over 10 per cent of Tecnovate eSolutions is European while a major Indian software giant employs people of 18 different nationalities.

Setting the stage
Opening the doors to foreign employees is no easy task. It is best to contact an immigration lawyer and educate yourself regarding the fundamentals of government policies and procedures of both countries involved before venturing further.
A company would benefit if it attempts a local recruitment before testing the waters abroad. Moreover, many jobs need prior government approval and you may have to sponsor the employee to boot. Remember to educate the potential candidates as to the various laws and procedures; lest your efforts should be futile.

Carrying the show forward
Many firms are casting their net across the world to recruit top personnel by inviting foreign applications or conducting campus interviews overseas. Several Indian companies have programmes wherein they consciously pick foreign nationals, call them to India and select them depending upon the profile and employee preferences. For example, one Indian company has established over 10 global development centres worldwide to recruit foreigners for the company headquarters and major development centres in India.
At the time of hiring, it is necessary to understand the cultural background of the applicant apart from a comprehensive review of his qualifications. They should be made aware of issues pertaining to management of employees, peers, suppliers and others from local cultural issues. This calls for cultural sensitivity training to sensitise them to the nuances of customs, ethnicity and language.

Gains galore
Tapping the global talent pool yields a plethora of benefits.
• A company can turn truly global and climb up the value chain by employing people from diverse cultures. Adaptability, motivation, consummate professionalism and flexibility are some of the gains from overseas employees.
• Foreign hands can help keep the workforce stable and reduce employee turnover rate in call centres and the IT industry.
• Technical upgradation, installation of equipment and preparation of design work requires certain expertise not wholly available in India. Firms have thus acquired specialist foreign personnel to complement their capabilities and help bridge missing skill sets. It also saves time and training costs.
• In areas like petroleum, telecom, biotech and BPO, companies bidding for the world’s up-and-coming talent can add immediate value and competitiveness to their operations. This ‘brain gain’ is a valuable source of fresh ideas and the rich genre of experience and training can rub off on the locals too.
• Companies can break the inhibitions of foreign customers by providing people who understand their language, culture and also their way of doing things. It also benefits clientele looking for multi-lingual capabilities.

The battleground
Foreign resources have their share of drawbacks too.
Employing foreigners calls for a higher payout rate. The employers have to offer cost of relocation, higher salary, special perks and leaves at par with the country of their origin.
Also, employees with temporary visas can work only for a period of four to six years after which they have to return home.
A multicultural workforce can stir a hornet’s nest too. The domestic employees may view ‘the outsiders’ as a threat or be peeved. Cultural differences may set the stage for tussles and misunderstandings.
However, the snags can be overcome with some deft handling. All said and done, the world is your playground today. So, remember to put up posters in Spanish campuses to win them over and take up personal contacts to charm the daylights off the Hungarians. Organise an excellent on-campus dinner and you will have the Italians literally eating out of your hand!

Slipping into `down shifting' mode

Published on Wednesday, Mar 28, 2007

ANITA, a marketing director at a large bank quit her high-profile secure corporate job to don the hat of a work-at-home mother. Is it a telling sign of inherent weakness or is there more to it than what meets the eye?
Life is on the fast track with work becoming the top priority for one and all. Constant overtime, working weekends, unrelenting pressures and ubiquitous deadlines without any respite do yield handsome salaries and promotions. But the underlying consequences of the daily grind of the job are not hidden. Overworked, stressed and unhappy : that's the way of life. And, personal relationships and health are the price one has to pay for such callous preoccupation with work.
Towards a more balanced lifestyle
There is definitely more to life than work! If you find yourself working too hard and your job is about to rout your family life and ruin your health, its time you put the brakes on your harrowing work schedule. Yes, it's time for some down shifting.
Down shifting does not involve giving up work totally but finding ways to reduce work in pursuit of a more realistic and happy life. As John Drake, co-founder of one of the largest HR consulting firms and pioneer of down shifting aptly conveys through his book, Down shifting: How to Work Less and Enjoy Life More, "Change voluntarily to a less demanding work schedule in order to enjoy life more".
In fact, the trend to slow down is gradually acquiring steam as personal finance expert, Jonquil Lowe reveals, "Millions are reported to be down shifting - cutting back on the daily grind to find a better work-life balance". A 2004 survey corroborate this revealing that four out of ten people under the age of 35 are planning to leave their high-powered, high-stress jobs and down shift at whatever point they are in their careers.
Get off the treadmill
Taking a step back from the rat race will help re-balance your career and life thereby creating more quality time for yourself and your family. You will no longer need to make excuses to miss family get -togethers again and again!
Change gears
Cutting back on work is definitely not the end of the world. There are some low-risk options where minor adjustments in the work schedule can create reasonable amount of downtime. For example, set reasonably achievable deadlines or define a time for your work. This will reduce the ensuing stress and pressure. If there is still no lax in work, you have to build up the nerve to say `no' to some assignments. As one executive reveals, "My secret is not to accept a new challenge that would immediately stretch the home front to its limits. Because if things do heat up at work (and we all know that happens) the home front would collapse in the middle of the battle at work, with the attendant consequences".
Change work arrangements
Though it may initially sound like professional hara-kiri, flexitime options can greatly help in stepping out of the `overworked' mould. Working part-time, job sharing, compressing work hours, working from home, telecommuting are some alternatives that enable combining the job and personal life successfully. Or else you can decline a proffered promotion or opt for a downward move. Irrespective of your recourse, reinforce your ambition and commitment to the organisation even while incorporating downtime in the work schedule.
Change big-time
As a last resort, take refuge in a sabbatical to further your education, travel or to just take a break. If there is still no sign of letting down, it's time to give it all up and chalk a new path or move to a smaller town. Down shifting may be the answer to all your problems, but there are some trade-offs too. With the inherent reduction/loss of pay and chances of promotions, it is essential to weigh the pros and cons before making a decision. You do have to get a life too. So, take heart in the popular epigram, "The trouble with the rat race is, even if you win, you are still a rat".

PAYAL CHANANIA

Improve office climate, improve productivity

Published on Wednesday, Mar 05, 2008

Central air conditioning, wall-to-wall carpets, state-of-the-art interiors, computers and other hi-tech gizmos! Such fully sealed and stylish working environments surely spell the last word in luxurious comfort. But how safe is it really?
We may shake our heads in incredulity, but it’s quite true that our chic yet contaminated offices are slowly and invisibly killing people. In fact, medical experts suggest that many common complaints ranging from headaches, eye irritation, flu, nausea and respiratory troubles to fatigue, lethargy and poor concentration can be directly attributed to indoor pollution.
As Dr. S.R. Kamat, a thoracic physician who pioneered pollution and health studies in Mumbai, cautions, “Indoorair pollution is a neglected, lesser-known kind of pollution. It’s often unnoticed and therefore dangerous.” Indeed, the problem is so widespread and acute that the World Health Organisation has even coined the term, ‘Sick Building Syndrome’ for ailments associated with our place of work or residence. It also estimates that one out of every three workers may be toiling away in a workplace that is making them sick.
Let’s take a closer look at the unseen hazards at the workplace:
• There is lack of adequate ventilation in airtight offices for maintaining the air conditioning. Such stale air combined with small cabins and crammed cubicles invite air-borne diseases to fester.
• The centralised air conditioning ducts, drain pans and other damp areas are a hotbed of bacteria, moulds, viruses, fungi and other biological contaminants.
• Too high or too low humidity levels increase the health risks indoors.
• To add to the woes, metals like iron and steel that are an important part of every office are actually bad radiators.
• Seemingly harmless things like adhesives, markers, carpeting, upholstery, cleaning agents, printers and manufactured wood products emit volatile organic compounds including formaldehyde.
We are unknowingly (and even helplessly) breathing in the toxic air that infiltrates our lungs and body. The effects vary as some people succumb to chronic cases of wheezing, asthma or sluggishness even as in other instances no specific illness or cause can be identified and the symptoms may even disappear when they step outside into a better environment. More sensitive people may experience lingering effects, while some may develop life-threatening diseases years later.
What is scarier is the fact that pollutant levels indoors are more concentrated than outdoors, and we spend almost 90 per cent of our life inside these environments!
So, do not delude yourself that places that look or feel sparkling clean is really safe. The office confines may be a cauldron of chemical and biological poisons that are silently, but irreversibly taking a toll on your health and life.

What can we do about it?
Its high time employers wake up to the fact that employees can develop life-threatening diseases by continuing to work in sick buildings. Moreover, with unprecedented chemical and microbial contamination hovering in the office atmosphere, employee sickness and absenteeism rates are bound to go through the ceiling. A good workplace design should definitely incorporate style, ambience and comfort parameters, but never neglect health concerns either. Designing offices in harmony with the environment and maintaining them properly can improve indoor air quality. Also, consider some ideas like:
• Stale air accumulates inside buildings with no space to disperse. Provide free flow of air through large windows and air out the office by opening them at least intermittently.
• Natural cross ventilation diffuses fresh oxygen or even the good old fans can draw in outside air, thus dispelling the dangerous artificial air.
• Use ionic air filters or regular exhausts to pump out polluted air and provide constant air exchange.
• Regular use of air purifiers and dehumidifiers helps fight off dangerous chemical substances and other airborne pathogens.
• Revamp faulty heating, ventilation and air conditioning systems. Also, arrange air sampling to test for microorganism growth.
• Clean air conditioning and ventilation ducts properly at least once a month to prevent toxic mould and bacteria formations.
• Check water pipe leaks and refurbish water-stained ceilings or carpets, as they are a breeding ground for contaminants.
• Vacuum carpets and other upholstery regularly.
• Use pollutant sources like paints, adhesives and pesticides in well-ventilated areas.
• Go green by using eco-friendly materials like bamboo, recycled carpets and the like.
• Apart from this, ensure good natural light and fresh air is effectively distributed throughout the building.
Research further proves that the financial benefits of improving office climates can be eight to 17 times larger than the costs of making those improvements. For instance, a recent Danish study showed that typists increased their output by as much as six per cent in offices with cleaner air.
And, if redesigning offices still sounds like a major investment, weigh it against plummeting productivity, job satisfaction and increased attrition. The choice is yours!

PAYAL CHANANIA

Portable devices can prove to be security hazards

Published on Wednesday, Mar 05, 2008

It is said that the proliferating use of technology is making life simpler by the day. But there are two sides to every coin – and if you don’t believe that, just ask hapless employers about their growing ‘wireless worries’!
Well, today’s information age is witnessing a meteoric use of digital and electronic devices in the workplace and beyond.
But, the ubiquitous technological clutter of laptops, mobile phones, Blackberries, palm pilots, webcams, flash drives and iPods is also a disaster in the making. While the convenience of communication, training and data storage or transfer goes unchallenged; the inherent usefulness quickly evaporates under a cloud of potential threats.

The enemy within
The danger of misuse and abuse of both company-provided and personal electronic devices is staring employers in the face. It can range from lost productivity, leaked/corrupted data and crippled networks to public embarrassment and legal problems.
For instance, any employee can enter the office, take a small gadget (cell phone, PDA or even iPod) from his pocket and connect to the company database through USB or firewall connections. In a matter of seconds, he can funnel huge amounts of confidential information and files and walk off undetected.
Experts have even coined the term ‘pod slurping’ for such illicit activities done through portable storage devices.
Employees can also upload viruses and malicious programmes from their own devices or use the company network to illegally copy company-provided software and download pirated items – all at significant peril to the organisation.
In fact, a recent study conveys that a shocking 70 per cent of unauthorised access to information systems comes from employees.
Apart from the security threats of viruses, electronic eavesdropping and loss of intellectual property or trade secrets, portable electronics are inherently susceptible to theft, which can again compromise sensitive data and proprietary information.
Then again, anyone can surreptitiously click privacy-invasive pictures of co-workers/managers or photograph confidential documents with digi cams/camera phones and even post them to a website or send them to others over an Internet-enabled mobile right away.
The ensuing lawsuits for privacy violations are another story. The increasingly small size of these hi-tech gadgets makes them easy to carry in unnoticed.
In addition, obnoxious cell phone call alerts, disturbingly loud conversations, distracting loud music on digital media players and difficulty to communicate with workers wearing headphones may seem trivial, but still cannot be neglected.
And, while misuse of electronic gadgets in company premises itself is difficult to control, preventing the same when employees are offsite is virtually impossible.

Scraping up a solution
There are no two ways about it – there is a job-related need for portable electronics, even the transferable data storage radically adds to worker productivity.
The organisation may be at risk for employees’ wrong actions, but completely blocking employee access to company systems or preventing them from bringing their own devices to work is not feasible either. Such unfriendly acts will alienate the workforce and wreck their morale.
Yet, employers have to ensure that all devices are used for their intended purpose sans any abuse, in order to protect the rights of both the organisation and the workforce.
They also have the prerogative to control what items employees bring to work in addition to what is done with facilities and resources that is used by employees.
Following this, companies should draft thoughtfully detailed policies regarding the use of both company-owned and employee-owned electronic equipments within and outside the workplace.
Signing the HR policy can also be made a condition for employment. A comprehensive policy can include:
• Requiring physical searches of employees and their belongings in which portable devices may be found.
• Submitting to electronic security gates and other machines for checks and analysis.
• Possibility of telephone monitoring or video surveillance.
• Inspecting unauthorised or personal computing/imaging devices and other media at random and analysing the data, files and pictures stored therein.
• Right to monitor computer usage at all times for compliance with the policy and withdraw access to Internet, email or company databases if needed.
• Installing technological barriers to maintain total control over data transfer for protecting information.
• Requiring employees to keep their cell phones on vibrator or silent mode and not taking any personal calls except in emergencies.
• Where music systems are allowed for personal listening, address related issues like where and when the devices can be used and acceptable level of audibility.
• Inform employees about the disciplinary actions consequent to misuse of technology, whether intentional or otherwise. It can even extend to immediate termination for cases like sabotage or espionage.
• Remind them that not only job loss, but also civil liability and criminal prosecution may result from certain violations.
Policies regarding the use of portable data devices face multiple obstacles and organisations have never been less secure.
So, apart from providing clear guidance regarding company expectations, educating employees on ethical conduct, vigilance and proper use of electronic devices work better than draconian rules ever can.

PAYAL CHANANIA