Name change- assess the risks early

Published on Wednesday, Jul 23, 2008

Time was when changing your name post-marriage was the done thing. Any woman who got married automatically took on her husband’s last name and changed her title – no two ways about it.

“What’s in a name”, argued Shakespeare. But, it’s a fact that changing one’s name midway in an established career can throw up numerous difficulties. It affects your professional life as you may have built a reputation un der your existing name and now has to start all over again. Not to mention the fact that changing your name abruptly can cause confusion when it comes to previous work experience, references, diplomas and resumes.

Then again, taking on and responding to a new name is not as easy as it seems. There is the underlying issue of loss of self as your name spells your identity – it’s all about who you are!

What to do?

Modernisation and globalisation is throwing up new trends, as it is no longer deemed ‘necessary’ to take your husband’s name. You can choose to keep your own name, combine both the names and so on.

Yet, even as a bride-to-be goes about planning her wedding, she is caught in the inevitable dilemma of whether or not to change her name. So, here’s a look at the various alternatives when it comes to dealing with the issue of name change.

Taking your husband’s surname - As regressive as it may sound, you can go the traditional route and take on your husband’s last name as long as you are comfortable with it. This is especially not a problem if you either work in a small office where everyone knows you are getting married, or you are just finding your feet in your fledgling career and are not very well-known outside the organisation. In either case, it is advisable to inform your colleagues and business contacts about the change beforehand through a memo or email.

Keeping your own name – Feminism, equality and independence issues apart, it often seems prudent to retain your maiden name. While this contemporary option is not always socially acceptable, it does eliminate a lot of hassles, especially on the work front. Alternatively, some women keep their own name only professionally and prefer to use the married name in other social settings.

Adding the husband’s name – A novel option is doing the rounds where you can tag on your husband’s last name, while your own birth name becomes the middle name. Or, a combination of both the names with or without a hyphen makes a good compromise. Not only is the identity safe and clear to everyone, but also provides a ‘best of both worlds’ balance.

Whatever new name you choose to assume, it is best to notify your company, co-workers and clients of the same. Not only will you have to change your email address, business cards and work-related information, but also get your identification papers, driving license, bank accounts and credit cards amended as well. You also have to learn to accept the new last name, as only when you start using it consistently will others catch on.

All said and done, give careful thought and consideration to what name feels best to you; it will save both grief and trouble later. It’s a personal decision – you have to be happy with your choice to be able to live with it!

PAYAL CHANANIA

If you are relocating, get an orientation first

Published on Wednesday, Jul 23, 2008

“Your new job will be located in…” is enough to send shivers down many a spine.

Irrespective of whether you have been transferred or promoted to a new location, your company is moving its operations or you have found a new job, relocating to a strange place is both traumatic and stressful. Not to mention even time-consuming and expensive.

There are a lot of messy details; no wonder most people end up actually ‘dislocated’ instead of ‘relocated’!

So, first decide which is the better of two evils. Which monster would you rather face – relocate to a new location or find a new job in the current one (if the company is forcing your hand). If you are game for change or love adventure, your physical and emotional ordeal just got lesser.

Yet, there are umpteen things to consider like:

Family responsibilities – Your family will be uprooted, period. Relocation comes with its own share of intricacies like locating elder care, childcare, education, doctors, dentists and other service providers. You have to find good schools for your children and even job opportunities for a ‘trailing spouse’ who had to quit his/her job and start anew.

House hunting – By far the foremost issue is of finding a place to stay. While you can avail of cost-effective accommodation or temporary lodging facilities for a while, you will have to find a suitable home soon.

Cost of living – Moving from an economical city to a costlier one is not only about finding houses and schools. There is a significant difference in the cost of living in both the cities, which has to be factored in while making the move. Assess whether you will earn enough to live as comfortably as your current living standards in the new location. If needed, you can negotiate your new salary accordingly.

Quality of life – Every place comes with a unique and diverse culture. Can you adjust to the heat and humidity of Chennai, tolerate the commute problems of Mumbai or put up with the infrastructure (or lack thereof) in a place like Kanpur? Considerations of weather, safety, amenities, lifestyle and entertainment carry weight. Also, what if the new place is backward or obscure?

Apart from this, chew over personal considerations like leaving your relatives and friends behind. Consider whether the move will stimulate your professional growth, and if yes, is it enough to compensate for the other hitches.

Planning your big move

Relocation is never easy. But, proper planning can help ease the transition to a great extent. Here’s how to take care of the logistics once you have decided to go ahead with the move:

• Gather as much information as possible about the new area – country (for overseas relocation), state, city and neighbourhood. You can subscribe to the local newspaper or business journal, contact your old friends, relatives and acquaintances in the area or research the local market on the Internet. Compare average prices when it comes to utilities, transportation, food and education to understand the cost-of-life adjustment.

• Find out details about apartments, houses, and rent and property features through a real estate agent or from online sources. Visit the place first to have a close look at the environment before you select and finalise the house. There might also be the issue of selling your house in the current location.

• If possible, visit you new office and meet some employees to appraise yourself further. You can even go a step ahead and explore local landmarks, shopping centres, fitness facilities, hospitals, eateries, education centres, places of worship, and the like.

• The final step deals with the practical aspects like packing your bags, making an inventory of your household goods, getting them insured and hiring ‘packers and movers’. You can even hire the services of relocation professionals or repositioning specialists to conduct the move smoothly, though it is quite expensive.

• Do not overlook the fact that your company (new or old) may have a relocation policy that covers the relocation costs (at least partly, especially if you are moving at the employer’s behest). Take advantage of the relocations services available, which can include assistance in finding accommodation, school match service or spousal assistance for finding a new job.

Some companies bear the cost of house-hunting trip, moving and travel expenses as well as provide extra time off (with pay) for familiarisation and adjustment. Others offer hardship allowance and cost-of-living adjustments for a few years. They may even mitigate the ordeal with repositioning specialists, orientation tours, adjustment counselling, rental furniture and inventoried homes.

So, do remember to communicate with HR or other person in charge of relocating in your company to make a smooth and painless relocation!

PAYAL CHANANIA

Resignations – let people leave with dignity

Published on Wednesday, Jul 23, 2008

When an employee announces that he is leaving the company or just hands over a resignation note, it’s time to rejoice if you have been secretly wishing to get rid of him. But what if he is a skilled employee or even a key executive whom you don’t want to, or even can’t afford to lose?

Then again, irrespective of routine turnover or the resignation of a key member, it is the management’s responsibility to handle the departure carefully.

Here’s how:

Operation: Retain

If it’s one of your best employees and you want to keep him on board, openly discuss his reasons for leaving and inquire about what you can do to get him to change his mind. Probe the underlying issues, grievances or conflicts and be willing to accommodate reasonable requirements and commitments. At times, a counter-offer, raise, promotion or additional benefits can do the trick. But, if he refuses to budge, do not pressurise him unduly; be gracious and let him go.

Notice period:

If the resignation was tendered vocally in the heat of the moment, it is imperative to get it in writing, as a verbal ‘I quit’ is not considered official. The next task is to settle on the notice period. A two-week notice is generally mandatory where the departing employee can wind up his projects, train his successor and hand over responsibility. But it has been noted that ‘lame duck’ employees are generally not motivated and often careless too. In fact, their very presence can be disruptive to others. As the period between notification and departure is a difficult time for employer and employee, the shorter the notice the better. You can choose to alter the notice period to fewer days or even ask the employee to leave immediately (this depends on company rules). You may have to pay him for the time, but it’s worth it, especially if potential tensions are brewing. Meanwhile, a peeved resignee may try to sabotage tasks or steal intellectual property. Do take appropriate steps to either monitor or eliminate his access to privileged information.

Office grapevine:

You may have no hard feelings for the employee who is moving on to a better opportunity, but what about the backlash among the rest of the staff. The rumour mills work overtime over why an employee is actually leaving – management problems, company in doldrums or even pending layoffs. Particularly, the resignation of a popular employee can dampen morale, sow seeds of dissent and even cause others to follow suit.

You cannot afford to carry on like nothing happened. Discuss the announcement of the departure with the employee, if appropriate. HR can make a brief statement giving a logical and succinct reason along with details about the replacement or reassigning of work, else let the employee personally tell his co-workers and clients about the resignation.

A good goodbye:

Often, departing employees grumble that their last day on the job leaves a very sour taste in the mouth. Managers either sulk or simply ignore the departing employee as if he has already left. What they fail to realise is that leaving the employee with a bad final impression can mar the relationship forever. You not only lose the chance to rehire him, but disgruntled employees may even spread the word about the abysmal conduct.

Manage the last day’s activities well - be cordial, respectful and let him go without any conflict or ill will. Conduct the exit interview and clear all his dues with a final pay check. Give him the time to say goodbye to his friends, co-workers and mentors.

Finally, graciously thank him for his contribution and wish him well for the future while reinforcing that he will be welcome back.

You can give him a farewell party, luncheon or simply deliver a heartfelt thank you note. Whatever you do, be sensitive and tailor the ‘going away’ to individual employee needs so as to part on good terms. As writer Robin Kessler remarks, “The way a company handles an employee’s last day on the job will be remembered - by that individual and other employees. Ensuring each employee’s ability to leave a job with dignity - and with a positive last impression - will pay immeasurable results!”

PAYAL CHANANIA

With discipline you can plan for a secure retirement

Published on Wednesday, Jul 16, 2008

Mention retirement and mellow dreams of long morning walks, lazing in the armchair, pottering in the garden and playing with grandchildren float before our eyes. No more putting up with a nasty boss or rushing to meet deadlines. But, come retirement time and reality strikes. Giving up work can really hurt – not only is there nothing to do, but no steady flow of income either. And, with bills to be paid, finances become a real crunch.
Can you afford to retire?
Sadly, most young workers live for the day and never spare a thought for retirement; it’s always a ‘long way off’. But time flies and sooner or later, everybody will have to hang up the work boots with almost nothing in the kitty to sustain daily life. And, with longer life spans, they just end up as a burden to the family, irritable and frustrated to boot.
Writer H.W.Lewis’ famous words ring true, ‘Those who are unwilling to invest in the future haven’t earned one!’
Simply put, everyone needs to think about the future…today! Plan wisely in your working life by saving sensibly and adequately for the not-so-distant retirement. After all, just a little bit going into investment and savings now will result in much more later.
Future ‘wise’
Retirement planning is nothing but a conscious effort to plan now so that you may not only retire when you want to (or even have to), but also do so with sufficient funds to maintain your lifestyle. Here are a few tips on how to start planning your finances:
Where you are now – Evaluate your exact financial standing to get a clear picture of where you stand right now. Take an inventory what you own – home, car, bank deposits, shares, life insurance, jewellery and other assets. Take into account your current level of income and expected raises.
Where you want to go – Establish your goals by defining your retirement expectations. Decide when you want to be able to retire and how you want to end up by then. Put a price tag on your requirements – leisure expenses, medical costs and the like after factoring in the requisite inflation.
How to get there – Once you know what you want to retire with, start assiduously working towards it as soon as possible. There are a variety of sound and simple tools available, you have to choose the best ones suitable to your goals and formulate a plan accordingly.
Companies host Employee Provident Fund schemes where you deposit part of your salary with matching contributions by the employer.
You can withdraw a lump sum plus accrued interest either when you retire or leave the organisation (optional). If provided, you can even opt for a Variable Provident Fund wherein you can allocate an increased percentage of your basic pay to be deposited in the fund every month, but the employer does not match that contribution. While pension plans are available only to government employees, private sector employees can opt for pension funds with private insurers.
Life insurance companies are offering Unit Linked Insurance Plans (ULIPs) where you can insure your life for a specific amount and the money is invested in stocks and government securities. This way you receive a big amount on retirement and assured income later on. Keep in mind that you will need health care in your twilight years and invest in medical insurance schemes accordingly.
Recognise potential risks before falling headlong for the lure of shares and mutual finds. One blunder and you can lose a lot of money.
Generally, it is advisable to contribute to long-term investments in low risk, high security avenues, e.g. fixed deposits, bonds, capital protection mutual fund plans etc. and not into equities.
Build a comprehensive and coordinated retirement plan that has the right mix of different assets and risk management.
Whatever financial instruments you choose, study them carefully to understand where you will stand at various stages. You can even employ the services of a financial planner to review, clarify and update your investments.
Also remember that it takes a great deal of discipline, patience and common sense to be able to build a comfortable nest egg for retirement.
You cannot skip your monthly saving in favour of the latest cell phone or dip into the savings for that dream car!
Sacrificing a little now and saving for tomorrow will ensure a regular and stable monthly income in your golden years.
Not only does it make retirement a stress-free time of relaxation, reward and comfort, but also opens up possibilities - start a business you always dreamt of or do voluntary work that you always wanted to – without having to worry about financial security.
In short, as a self-sufficient and independent retiree, you can achieve a happy retired life that you desire on your pace and at your leisure.

PAYAL CHANANIA

Facilitator must help group attain new engagement levels

Published on Wednesday, Jul 09, 2008

In a perfect scenario, people would easily come together in meetings, teams or committees. Work would be done and decisions made without a hitch.
If we let nature take its course, such groups would take a long, long time to form. Meanwhile, egos clash and tempers fray as participants try to tell each other what to do and reject others’ views. People end up either disorganised, disenchante d or break up with allegiances.
In essence, it is the lack of direction, which makes groups unproductive or creates conflict.
So, irrespective of whether a group has to share information, plan work, make decisions or solve problems, what is needed is a recognised authority from within or outside who will accompany the group on the path of reaching conclusions and achieving goals. This proverbial ‘person-in-the-middle’ is the facilitator.
Such facilitation is particularly imperative for accelerating group development where members are diverse in knowledge, backgrounds or interests or there is scope for conflicts among the parties or the subjects are quite complex and difficult to handle.
Simply put, a facilitator is nothing but a coalescing catalyst that creates the right conditions for productive group dynamics to unfold.
It increases the value of teams and work sessions as they transform into a cohesive unit with strong bonds. Not only do the groups get requisite work done and accomplish tasks, they also save time and generate better output because of the excellent teamwork.

What is it?
A facilitator is called on to use knowledge of group processes to formulate structure for group interactions so that the participants can team up effectively. The process of effectively guiding team development involves:
Creating a purpose and commitment to goals is essential for strengthening the group formation process.
Productive efforts are required to help members in learning how to work together. The facilitator has to resolve potential conflicts and reconcile opposing views so that team members start recognising and valuing each other’s contributions. Constructive dialogue is only possible when participants adjust their behaviour and relinquish personal goals. This will create a safe environment that promotes beneficial exchange of ideas, opinions and interactions.
As interpersonal conflicts and personal attacks get minimised, the focus should shift to building support and openness within the group. Even difficult people have to be slowly integrated into the group fabric.
While the facilitator’s main task is to assist the participants in shaping and reaching consensus, he should also help them to decide on ‘how to agree’ – the rules of voting, ballots or majority rule for making decisions.
During the discussions, the facilitator should make certain that the focus is on the tasks/content at hand and get the dialogue back on track whenever it goes off course. While it is necessary to focus on one issue at a time and explore the situation fully, he should also ensure that the discussion keeps moving forward without unduly belabouring a topic or losing momentum. Also, getting all ideas on the table with full participation and equal voice is important. He should keep track of time parameters and control never-ending discussions that are a drain on resources.
A sensitivity to and understanding of group dynamics is crucial as people are bound to get aggressive, frenzied, angry or defensive. The facilitator should maintain his composure to tolerate emotional intensity and withhold intrusion as much as possible. He should let the participants deal with the problem and interfere only when things start to get out of hand. Active listening skills are vital as the facilitator has to grasp what is being said but never act as a judge.
Then again, the facilitator is not there to provide all the answers, make decisions or exert control. He should carefully observe from the sidelines and refrain from ill-timed interventions - the group will unfold, progress and manage on its own. Let the participants figure things out and resolve situations by themselves.
The most he can do is offer observations and perceptions or ask thought-provoking and pertinent questions to subtly guide the discussion in the right direction.
The facilitator is also charged with keeping track of thoughts, comments, ideas, votes and feedback generated during the discussion. He should record the agreement, summarise the next steps and allocate responsibilities so that things actually get done. This also requires a commitment to the long-term success of the group and responsibility for any outcome they may reach.
To sum up, a good facilitator should be honest, patient, flexible and proactive so as to enable the group to value their strengths, understand the learning process, experiment and attain new levels of engagement.

PAYAL CHANANIA

Published on Wednesday, Jun 25, 2008

You are zealously organising a guild with the right mix and correct preparation – fighters, armour and weapons. All your energies are directed at employing the best tactics for defeating the enemy in the dungeon.
All this is happening in the virtual world. But playing the game at work? And the boss isn’t even complaining!
Yes! The corporate world has finally woken up to the parallels between gaming and management. After all, you are not just shooting up gangsters or slaying dragons – read between the lines and a common thread of competition, leadership, teamwork, communication, staying focussed, multi-tasking, beating challenges, repeating attempts and rising from failure definitely runs through.
Not only this, gaming has come a long way for sure, with employers not dismissing it as a frivolous pursuit anymore.
Corporate gaming has scaled a new realm with interactive simulation settings covering a diverse set of relevant and topical business issues. These scenarios closely imitate market and economic reality, making them indistinguishable from real life events.
This gives players (read: employees) a unique opportunity to directly step into the shoes of a decision-maker, launch a product, meet with clients, lead a company or even start a business. Not only do they display and test their skills, but can also hone them and learn new ones in realistic simulated business environments.
They can do everything from applying their knowledge and challenging their potential to learning to survive and helping themselves grow. In short, they get a chance to dummy run in cyberspace before performing in the real world.

Business case
In playing computer simulated games on the Internet, corporate executives and managers are confronted with specifically-created business cases and have to respond to situational problems that call for operative and strategic decisions under predetermined rules of behaviour.

Players can also try their hand at various industry scenarios and business tasks to discover their true management style.
Games can incorporate business concepts and practices covering wide-ranging problems in capacity planning, manufacturing, distribution, attracting sales accounts, customer satisfaction, generating cash flow, improving productivity, financial performance and employee retention. Taking ground breaking management decisions demands knowledge of various factors like pricing, production, economics, financial cost, marketing, sales, accounting and human resources.
Not only do participants get a chance to make decisions that matter, but can also see the direct effect and implications of their decisions on themselves, others and the company’s future. They can test strategies; experiment innovative moves and make mistakes at no real-life cost.
The multi-disciplinary platform also reflects vital cross-functional linkages, thus exposing people to various functional relationships and responsibilities. This tests their understanding of complex business concepts and forces them to study decisions even while providing instant feedback.
The team-based approach necessitates a high degree of interaction among participants and inculcates peer group dynamics as they develop acceptable interpersonal behaviour while learning to cooperate with each other and work in teams.
By playing to win, people imbibe competitive behaviour even as they learn to dissect real world problems, take effective decisions, extend their imagination and develop into skilled managers.
As Tony O’Driscoll, an IBM learning strategist says, “Games make leaders from lemmings. Since leadership happens quickly and easily in online games, otherwise reserved players are more likely to try on leadership roles.”

The business benefits
Corporate experimentation with simulated role-playing is rendering a unique value of experiential training. The games urge players to learn willingly under competitive conditions and prove more effective than conventional class teaching or case studies. Packed with excitement, it provides a fun way to learn even while enabling testing of participants’ knowledge, team-building capabilities and leadership skills.
The learning experience can be customised as in-house management training games or tackled in national/international competitions. Irrespective of the mode, its wide coverage and unique delivery in the virtual world encourages people to create best strategies for a company’s future and show what they think!
As Byron Reeves, a Stanford University communications professor and co-founder of Seriosity, Inc. that develops online games, says, “If you want to see what business leadership will look like in three to five years, look at what’s happening in online games!”

PAYAL CHANANIA

Honest, crisp office surveys yield useful data

Published on Wednesday, Jun 25, 2008

Undoubtedly, employee surveys are a valuable tool for everything from gathering information to carrying on continuous development. Leaders can access the real attitude of the workforce when it comes to the company brand, strategy, management style, compensation, benefits or occupational safety as well as study their level of motivation, dedication and satisfaction.
The information, perception and views can be used to stimulate dramatic improvements in productivity, job satisfaction and commitment. It also comes in handy in case of new leaders, mergers or other organisational change.Little wonder then that companies spend big money on surveys in a constant attempt to gauge something or the other.
But the fact is that the results can be good only if the surveys are done properly. Unfortunately most organisations are merely paying lip service with hollow assertions like, ‘Well done’ and ‘The results are very useful for us’.
Nobody bothers about the actual employee attitude towards taking surveys – whether they even like filling the unending questionnaires.
In fact, recently a company that delivers Web-based leadership tools commissioned a survey on ‘employee attitude towards surveys’. It reveals that only 24 per cent of the respondents deem the annual survey at their company as something all employees value while a meagre 27 per cent see a definite and high return on investment from the same.
The hard truth staring us in the face is that employees have a negative experience while taking surveys and do not think highly of them. On the contrary, faced with questionnaires after questionnaires overflowing with attributes and variables, they become quite ambivalent and largely unwilling to participate. The chief complaints with surveys are that they are :
• Poorly worded, confusing
• Too lengthy
• Quite biased
• Often used to manipulate employees
• Focussed on ‘fixing the numbers’ against competitors
• Going into a black hole as nothing is done with information
A bleaker scenario surfaces that most employees are more or less programmed to comply and just go about ‘filling the check boxes’.
Responses given reluctantly are likely to be less accurate than those of a more willing respondent.

Changing the rules
A successful survey is all about honest responses and high participation. Given the high stakes, companies should try to generate a more valid assessment, some pointers:
• Making surveys brief; always telling the respondent upfront how long it is likely to take. Some experts even suggest setting aside a designated time when employees can fill the questionnaire.
• Employing a third party for collating the data and generating reports ensures a much-appreciated level of anonymity that translates into comfortable and candid responses.
• Customise lucid surveys that address the real issues by way of relevant content, intelligent questions and action orientation. Try to engage people in rich conversations about change.
• Maintain an objective mindset by steering clear of suggestive questions that are lined with predispositions. For instance, if respondents are asked if they like a particular manager/perquisite/proposal they tend to say yes even though on the whole they may dislike it greatly, involuntarily creating a prejudice.
Employees hesitate to take surveys, as they are quite unsure about what the company intends to do with the results.
Clearly outlining the benefits and how the data will be used not only reflects on the serious thought given to the subject, but also gives workers a reason to complete the survey.
At times, the data may only be used purely for benchmarking, assessment or comparison purposes. In such a case it pays to be honest and admit that it is purely a ‘score-focussed’ survey.
Even providing a letter of endorsement from an organisational leader on the survey rationale and goals will communicate the gravity of responding to the poll. Distrust of the management or fear of ‘not making the right scores’ leads to more socially acceptable and less critical responses.
Respondents will hesitate over or provide mostly non-answers for difficult and sensitive questions. To avoid being saddled with misleading data, it should be ensured that people are not criticised or condemned for the nature of their answers.
The prevailing frustration is that the organisation is not really interested in employee opinions, suggestions or feedback as nothing is ever done with the results.
It is essential to constructively follow through on the survey and show the results achieved to build credibility. Analyse the data and make necessary changes to build better employee relations and a positive work environment.
Then and only then, people will start trusting that their voice is being heard and driving results.

PAYAL CHANANIA

Before buying a career guide check if it suits your needs

Published on Wednesday, Jun 18, 2008

Self-help career and employment books are flooding the market. They tell you everything under the sun and then some more – right from how to choose a career, write a resume and land a job to how to get along with the boss, climb up the corporate ladder and even get out of a dead-end job!
There is something for every one and every need, be it recent graduates or the most experienced professionals, be it for job search or career success. For instance, job search manuals can help you to discover a career that is congruent to your values, interests and requirements. Resume writing books are packed with advice, samples and formats for writing winning resumes and cover letters.
Job interview guides help you practice answers to typical and frequently asked interview questions so that you sound both confident and knowledgeable.
Similarly, other books offer tips and suggestions on how to stay focussed, achieve a work/life balance, make a career change or re-enter the job market.
Needless to say, career guidance books are an excellent source of insight and advice that have become an integral part of career planning and management.
But, it is not as easy as walking into a shop and picking the first one off the rack. Bookstores are crammed with hundreds of titles with as many authors. And, while popular books like Spencer Johnson’s 'Who Moved My Cheese' or 'Seven Habits of Highly Effective People' by Stephen Covey are general and can suit wide tastes, specific requirements of career management, communication skills or maybe dealing with failure call for a more deliberate selection.
Wading through the bookshelves and finding the best or most useful of the lot is not only tricky but also quite nerve-racking. So, here’s what you should know before you actually decide on buying a particular book:
What do you want? – Assess where you are in your job search or career plan to settle on the type and category of book you require.
Decide whether you need help in seeking employment, targeting your career or finding your way towards career success, and then try to find a book to fill that need.
Who is the author? - Always check the writer’s biography and introduction on the inside or back of the book. He/she need not necessarily be famous, but should have the right credentials and experience in the particular field. Career service professionals who have spent time in the trenches are the most qualified for giving advice.
As writer, Dawn Rosenberg McKay says, “Someone who writes resumes for a living can tell you how to write a resume.
Someone who is the hiring manager of a company can give job search tips.” Also, critically analyse the author’s credibility and trustworthiness as different people offer differing and at times, even contradictory views on the ‘best’ way of achieving something!
Is it current? – When top professions and lucrative occupations are dynamically changing, books and information become dated by the week. Therefore, do check the publication date and latest edition to ensure that the matter is current and relevant (especially when buying used books). For instance, Richard Nielsen’s 'What Colour Is Your Parachute?' is the best-selling job guide for 30 years. But it is rewritten and updated every year, keeping the content fresh and based on current scenarios.
Has it been ‘blessed’? – Scan through the first few pages to check whether the book has been endorsed/recommended by relevant associations, publications or professionals. Also, see whether it has won any awards or commendations. Even checking the ‘number of copies sold’ can help you gauge the actual popularity of the book.
Is it right for you? – Finally, follow your head, as the best book is useful only if it is in tune with your needs and works for you in particular.
A broad example is that most advice books have American job seekers in mind, which is not always effective for Indians.
You can choose to read the book’s reviews or even browse a bit before you buy – either online or in the bookstore – to ensure that it sounds both sensible and practical. Or, access the ‘personal favourites’ lists of successful people to get a hint at the best guidebooks.
Last but not the least; do keep in mind that a lot of valuable information and guidelines are available for free or at a low-cost on the Internet.
Once you know how to decide whether a book meets your needs and goals, you can make better and more informed choices.
While it may seem inordinately protracted, do remember that it always pays to put in time to select the right book rather than regret later when you are saddled with the wrong one.

PAYAL CHANANIA