MANAGING 'IT' CALLS FOR TACT, PATIENCE

Published on December 22, 2010

GEEK – The very mention is enough to drive any manager up the wall. Repelling images of arrogant, egotistic, hot-headed, anti-social, overpaid know-it-alls agonise the best of leaders. Moreover, they seem to hate managers and fight management decisions at every turn. Managing them is a nightmare; forget about getting the best out of them.

Then again, techies play a critical role in almost any organisation. These highly-skilled people are the brains behind the amazing software and accompanying hardware that run our companies. Lack of good leadership will result in nose-diving productivity, quality and motivation on the one hand and rising absenteeism and turnover on the other. So the big question is ‘How to manage them and keep them happy?'

Wait a minute. Geek is not a bad word and we don't need to construe it as one. These technical wizards are just different from the rest - they have a different personality, different mindset and different ambitions. But this does not mean they are ‘impossible to lead'. It is just that the regular rules of leadership (read: power and control) do not apply here.

Here's a look at the new philosophies for effectively leading IT workers towards success:

Speak their language: IT people have little tolerance for anyone who don't understand what they do. Therefore, to manage techies well, you have no choice but to become a little tech-savvy yourself and thus earn credibility. As a top CIO observes, “If you have a baseline of knowledge, if you question IT employees on their assumptions, they'll develop a deep appreciation for you.”

Also, remember that these technical geniuses can easily catch you out when you pretend to know something you don't, making you lose respect. Admitting your limitations and seeking to learn will break the barriers and get them to accept your authority.

Get to know them: Its easy to stereotype techies as difficult, but understanding them and their needs on a personal basis will make managing them much easier. For instance, technical people have a very ordered reasoning and cannot tolerate ambiguity. Therefore, it is advisable to be precise, specific and consistent in your interactions. They even value fairness and refuse to put up with managers who say one thing and do something else.

Also, try to grasp their shortcomings like poor communication and social skills, total absorption with work and deal with them accordingly.

Throw a challenge: Thriving on challenges, techies crave to solve tough crisis. Give them adequate problems to solve but note: Instead of ordering ‘fix this faulty report', try ‘We can't work out what's wrong with this report.

Can you help?' and they will soon be eating out of your hand!

No micromanagement: When describing the problem, ensure that you provide well-defined guidelines for the task (concrete data like numbers, graphs, tangibles and hard facts), expected quality, deadline and measurable goals. But even pointing out how to solve the issue will get you in troubled waters. Adopt a hands-off policy where you trust them to know better and give them the flexibility and freedom to chart their own path to the best solution.

Build smaller teams: Fostering a team environment is essential for IT work as it facilitates free flow of ideas and activities. But it has been found that big groups of techies face problems and are low on productivity. Restricting the team size with manageable projects will lead to faster and more efficient work.

In fact, Eric Schmidt, CEO of Novell advices, “No team should ever be larger than the largest conference room that is available for them to meet in”.

Find a leader: While all techies are brilliant at their work, there will be someone who can motivate the team, get the job done on time and deliver best results. Your job is to find this leader and appoint him the project manager so that he can serve as the liaison between you and the techies.

It often happens that top techies are promoted to managerial positions where they seem to flounder and drown ultimately. It is advisable to establish alternative technical paths and advance IT professionals on this motivating ladder rather than shifting them to management where they get stuck as terrible executives.

It is often said that techies are not as driven by monetary rewards, cushy perks and lavish stock options as the rest of the working population. It is important to understand what they really value like new software and hardware, latest tools, opportunity to work with top professionals and best projects. Provide appropriate learning and development opportunities as they value training above all else. Techies also crave credit for their accomplishments, making genuine praise and constructive feedback very good motivators.

Relate to business performance: IT workers and management face endless power struggles as business decisions often conflict with technical ones. Here, consulting techies for IT decisions and listening to everyone's ideas will not only lead to better decisions but also greater ‘buy-in' for the same.

This way the organisation can successfully align IT projects with business strategy while keeping IT employees focused on organisational goals. Moreover, involving techies is beneficial as they can point out management weaknesses as well as help them figure out which strategies to pursue, which innovations to invest in and which partnerships to form.

To sum up, IT workers need a supportive, logical and helpful manager who provides general and clear direction, which is neither arbitrary nor inconsistent. Treating these invaluable assets with respect, compassion and fairness will lead to loyal and engaged employees who never hesitate to contribute to overall organisational success.

In the words of a top IT manager, “If you know how to work with techies, they are the easiest kind of employees to motivate!”

Payal Chanania

RIGHT YOUR WRONG ATTITUDE FOR SUCCESSFUL JOB HUNT

Published on December 22, 2010

You have tried all the tricks in the book, yet your job search is coming up zilch. You wonder why you can't land a job, where is it that you are going wrong? May be it is your attitude that is doing you in! And before you shake your head all too vigorously, think back on some of your job interview answers.

Interviewers love to indulge in some subtly leading questions like “What did you dislike about your previous job?”, “Why did you leave this position?”, “How did you get along with your manage/colleagues?”, “What are your weaknesses?” etc.

Waiting for this moment, you proceed to wholeheartedly vent your ire on the unfair workload, whine about the company culture, lambast your previous boss, badmouth co-workers and so on. Little do you realise that your grievances (both real and perceived) have begun to actually dominate the interview conversation thus tarnishing your chances for the job.

Yes, you would probably have been hired but for the fact that you were naively brooding over all the slights that happened to you!

What went wrong: Believe it or not, even the slightest negative statement can turn off interviewers making them instantly disqualify your candidacy. So when you go in with all guns blazing and brimming with barely concealed hostility, it is sure to set off bells and whistles in the mind of the recruiter.

Even the most honest observations are perceived as a bad attitude painting you as someone who is unforgiving and holds grudges and thus cannot get along with others in a team. Interviewers are bound to write you off as a habitual complainer.

So even if your anger over being abruptly laid off is justified or the organisation was truly not managed well, speaking negatively about the same is only sabotaging your own future.

Break the negativity habit: First and foremost, it is imperative to change your attitude. Negativity will only adversely affect your job search prospects. So much so that, many organisations actually consider a positive attitude as equal to qualifications/experience in their hunt for job candidates!

In order to truly build and maintain a positive attitude, it is imperative to recognise and acknowledge your feelings that are colouring your job search. Realise that what incidents happened in your past cannot ever be changed. It will affect only you and nobody else!

Try to forgive and let go off the past completely as even any lingering anger, hurt or resentment can subtly creep into the most positive statements. A truly positive outlook will enable you to twist the slights and learn from the experience. After all, focussing on the present and future is the only way to keep moving forward and towards success.

So, never speak ill of anyone, push the blame or resort to providing excuses during the job interview, no matter how however warranted it may be. Even if the interviewer asks why you left your job or something similar, be diplomatic and offer reasonable explanations that show you as positive and optimistic. In fact, a top recruiter advices, “If you can't say something nice, don't say anything at all!”

Instead, concentrate on giving the interviewer a reason to hire you. Demonstrate that you get along well with others and people like working with you. Speak about what you have to offer and what you can do for the organisation – not how much you despise your boss or what else happened to you.

To sum up, never speak negatively about anything no matter what the question or situation. After all, at times merely complaining about the economy, the traffic or even the weather can weigh against you heavily!

Payal Chanania

Use action words in resume to pinpoint talent

Published on December 15, 2010

If you are in the market for an executive-level job and thinking of simply sprucing up your age-old resume, think again! It's a fact that for openings in the upper echelons, employers review resumes with a more discerning eye. In fact, the higher the position, the more cynical are the decision-makers. What you need is not just a good, but a superior quality resume to even just keep yourself from ending in the trash!

So, start thinking in terms of a new, well-written and impressive resume that not only conveys your experience, seniority and prestige but also bowls over the reader with your accomplishments while showcasing you in a distinctly unique and captivating light.

Then, where do we begin? Well, the regular resume writing rules still apply. Following a logical format with clear headings and bulleted points goes without saying. Misspellings, typos and grammatical mistakes at this level are an absolute no-no.

Also, ensure that you never ever misrepresent or even exaggerate, as employers will not only be more suspicious of your claims but less forgiving too. But some conventions become redundant too.

The length: You are no longer required to stick to the customary one-page length. To the contrary, employers actually expect that you have much more to say and would appreciate a lengthier document that summarises the depth and breadth of your experience/accomplishments. You can easily extend to two or three pages but do ensure that the length is justified by rich content. As a top recruiter highlights, “People who need what you are selling at the moment you get in touch with them are interested in knowing more, not less, about you!”

The objective line: Instead of stating a single line ‘objective', write a longer ‘profile' paragraph that highlights the unique value proposition you bring to the table. Concentrate on your key skills, expertise and other definite attributes throwing in your job title for good measure. Clearly state what you have to offer and how you can meet the company's needs and not just what you want.

Tom-tom a bit: This is not the time to be coy. Announce the name of your previous employer organisation. If you cannot name the company, at least describe the company size, business environment and challenges. Include board memberships, professional associations and related voluntary work too.

Keep it achievement-oriented: Instead of merely listing your previous jobs and responsibilities, create a result-focused description of your career history. Concentrate on selling your unique abilities to solve business problems, meet challenging goals or produce desired results through relevant accomplishments. Showcase your success in completing projects, initiatives that resulted in revenue-generation, process-improvement or cost-containment.

Supporting these claims with specific information and proof will make the resume more persuasive and aggressive. Another tip - beginning your sentences with the result followed by the action is bound to grab eyeballs every time!

Make it measurable: Numbers speak volumes. Make it a point to quantify your achievements by using appropriate metrics wherever possible.

The factual, descriptive, accurate and verifiable claims alongwith yardsticks for comparison will impressively portray exactly what you made, saved and achieved.

As another top recruiter states, “Among measurable items employers want to see are number of direct reports, number of people you've hired, size of teams you've led, amount of money you've saved, sales volume and ranking in comparison with peers/previous periods, performance gains or losses compared against results achieved by managers with similar assignments/previous incumbents/forecasts/business plan projections/other companies with similar products.”

For example, “General Manager, Food Manufacturing Plant: Achieved highest production in the history of the plant to that time -160,000 tons per annum - with consistent 13 to 20 per cent profit contribution.”

Use anecdotes: You can tell some interesting stories to substantiate your soft skills or to illustrate the business conditions in a more convincing manner. Even other complex or significant details can be brought to life but ensure that you do not sound arrogant or self-congratulatory.

Target the organisation: Instead of creating a general document, tailor your resume to the specific position that you are seeking by tying it to the company needs. Matching your resume to the job requirements will show that you understand the employer's needs and are qualified to meet the same.

Skip the ‘resume speak': While you should use dynamic and action-oriented language to show that you can deliver the goods, take care that you do not resort to flowery or grandiose phrases. So, avoid qualitative and subjective words like visionary, thought leader, results-oriented, dynamic, impressive, creative, engaging, significant, proactive, aggressive, innovative, universally, astonishingly, etc as they are not verifiable and thus mostly discounted by recruiters.

Instead, use robust words like drove, propelled, launched, maximised, benchmarked, generated or monetised. Also, weak words like aided, participated in, involved with or helped bring about, do not carry much weight while phrases like negotiated lease, managed sales force, conducted primary research, extinguished fights are both striking and bankable.

Last but not the least; do not forget to include a cover letter that highlights your value proposition, unique abilities and job fit in a stellar fashion.

To sum up, an executive resume should illustrate the value you bring through talents, qualifications and successes emphasising both what happened in your career and how you made it happen. This will compel the employer to pick up the phone and call you for the interview right now!

Payal Chanania

Deal with annoying co-workers in an impersonal way

Published on December 15, 2010

Difficult people abound everywhere, and more so in the workplace! They may just be loud, talkative, interfering, rude, whining or gossipy; else the obnoxious behaviour may range to being argumentative, manipulation, bullying or even backstabbing. Such irritating people can easily rub you the wrong way and if unchecked, lead to huge personality clashes. Alas, work is stressful enough without having to put up with such annoying co-workers.

Here are a few tips for survival.

Grin and bear it - It's a reality of work life that we cannot get along well with everyone everywhere. You just have to take a deep breath and patiently learn to work with all types of people. Try to build a reasonable attitude where you do not take the irritations personally and if possible, look for ways to work around the situation. For instance, if the person in the next cubicle routinely has loud conversations on the phone, what are headphones for?

An honest inventory – A seemingly annoying co-worker may make you gnash your teeth and clench your fists every time. But before pointing the finger outwards, think - is your reaction really warranted. For all you know, you may be the annoying one!

Keep your perspective – Do not allow yourself to fixate on the exasperating situation to the extent that it starts dominating your thoughts. In the end, it's not really worth it. Instead, try to understand what is triggering your reaction and look for ways to control the same.

At times, being a little more accepting and overlooking minor irritations alone can do the trick. It often happens that intentional attempts to annoy someone lose steam when they do not beget the expected reaction! Even adopting a light-hearted approach will enable you to see the humour in the most infuriating incidents and laugh it over with non-work friends.

Find a safer haven – It is advisable to focus on your job and avoid (or at least limit) personal contact with the annoying co-worker as far as possible.

For instance, if a colleague tends to get excessively chatty over coffee/lunch, try to schedule your breaks at a different time.

Or, if the co-worker in the next cubicle habitually plays loud music which is wreaking your concentration, try to shift your desk elsewhere.

Work things out – If the constant annoyance is really disrupting your work, something needs to be done about it.

Because suppressing even the small irritants over and over will intensify them into huge issues, leaving you on the edge of an imminent explosion. If you find yourself ready to snap, it is advisable to confront the guilty person and find a solution. But, do not rush in hot-headedly as it will only turn the situation into warfare.

Instead, sit down and voice your concerns in a positive and constructive manner. Keep your tone calm, polite and pleasant as you talk about how the actions affect you and offer suggestions on the same.

Be specific about what is bothering you and how it can be changed. Here it is important to avoid being critical by focussing on your own feelings and not blaming the other person. At times, simply clearing the air in a controlled, reasonable, positive and non-critical manner can do the trick, as chances are that the person may not even be aware of his annoying habits.

If all else fails - Yet, if you seem to have exhausted all approaches, the next step would be to warn the person and then approach higher-ups like your supervisor, boss or the HR department. Here, it is prudent to inform the authorities that you have tried your best to resolve the issue and this is the last resort.

If nothing seems to be working still and your work life has become truly miserable, you may consider changing jobs as the only option to remaining sane and productive! But remember that this is not necessarily the end, as annoying people will be waiting for you in the next job as well. As I said in the beginning, difficult people abound everywhere!

Payal Chanania

Let someone punch holes in your arguments!

Published on December 8, 2010

Like most managers, Mr. Sharma favours yes-men who have a predilection to agree with whatever he ‘suggests'. And why not, they always do make him look good! On the other hand, he has a tendency to instantly snub voices of dissent from critics and naysayers. They are dubbed spoilsports and wet blankets as they are always looking for holes in every idea and decision.

Well, the opposite is very well true as blindly embracing group thinking can cause teams to miss glaring problems and result in poor strategies. And, turning a deaf ear to any sort of criticism will only intensify the inherent snags, leaving them with no options for correction in the end.

On the other hand, having at least one person who can point out the potential drawbacks and missteps will help the team leaders to catch mistakes and head off problems early on in the game. By finding out errors and weaknesses as they emerge, it becomes possible to deal with issues quickly before things get worse.

So much so that, many progressive managers have actually started designating one team member as a ‘devil's advocate' to not only spice up the discussions, but also improve the final outcome.

What is it: A devil's advocate is one who makes provocative comments and objections against any idea or solution for the explicit purpose of testing its validity. He may even simply pretend to be against the proposition and it is not necessary that he should truly agree or disagree with the same.

Questioning the merits and demerits will challenge the team to think over the plan more carefully with scrupulous detailed discussions. This encourages them to consider alternative courses of action and helps unearth more diverse and better ideas. It promotes communication and enrols the team into the decision-making process as everyone tries to counter the ‘cynic's' arguments. Finally, after sufficient open-minded consideration, the team will determine the validity, either proving the idea as sound or discarding the same.

Food for thought: Every manager should pay adequate attention to any contrary voices and welcome such devil's advocates into their fold with open arms.

But, fear of being ostracised or even losing their job for ‘making waves' can effectively silence the most outspoken team members. So, the manager has to build an open environment where people feel comfortable enough to share their concerns and feedback. He should be careful not to react defensively so that others can feel secure enough to question ideas/decisions while exploring new ideas. This level of flexibility may seem difficult, but it will lead to better focus and judgment with top results.

Though the process may become lengthy, it turns out beneficial in the end – not only leading to better and more successful decisions, but also creating greater unity in the final strategy. The manager will not only look good but can also bask in the glory of winning decisions. So, always remember that ‘Naysayers make great Evangelists!'

Making your stance: Playing the devil's advocate may prove quite beneficial by pointing out helpful and timely information, but this is not to say that it is easy to play one. This is not just about finding faults, but offering constructive criticism in a positive and professional manner. You have to know your facts to be able to support your negative points with substantial data. Else, you will just face ridicule for wasting everyone's time.

Also, bear in mind that the object is not to accuse/attack people but shoot holes in the proffered ideas in a reasonable manner. Towards this end, you can pleasantly preface your opinions with “Let me play devil's advocate here, but I think…” or “Just for the sake of argument, let me say…”

This will portray you as a productive part of the team who is truly committed to the task/project and wants to make it work. After all, that is what really matters!

Payal Chanania

Get clues from your recruiter to help you get the job

Published on July 14, 2010

Your Recruiter Can Help You More Than You Think

Congratulations! Companies are in hiring mode again! But, before you start chasing recruitment consultants again, remember that a recruiter's assistance is by no means limited to just arranging job interviews with your desired companies.

Your recruiter can in fact become a valuable partner in your job search.

This is because most recruiters are familiar with the hiring organisations' ins and outs as they have been dealing with them over a long period.

This provides them inside information on not only the company but the potential interviewers as well. What's more, they are also privy to where other candidates went wrong and why they were rejected.

But being hard-pressed for time, they habitually do not offer these tips and suggestions on their own….. So it is up to you to make the most of your recruiter – tap this rich source of information and successfully stand out from the swarming jobseekers!

What to ask: Be proactive with your recruiter from the word Go. Try to seek advice by asking as many questions as possible about the company, the hiring manager and the interviewer(s). But, obviously the recruiter is not your trainer and cannot spend hours with you.

So pre-equip yourself with primed queries to the tune of:

What exactly is the organisation looking for? Which skills/experience should be highlighted in the interview?

What questions is the interviewer likely to ask and what he wants to hear?

The questions that he would expect you to ask.

Further suggestions on the best way to interview with the organisation.

Why previous interviewees were rejected and how to avoid those mistakes? How to close the interview?

The suggested follow-up after the interview?

Pressing the right buttons can yield detailed information about the hiring company and some ‘inside scoop' on not only the interviewer's personality and behaviour, but some of his individual quirks as well. Imagine, it is almost like you know the interviewer even before you walk into the room! There's not much that can take you by surprise now.

Armed with the inside information, you can easily tailor your body language, communication style and interviewing approach to suit the potential interviewers while smartly sidestepping the unintentional mistakes and pitfalls that proved to be the unfortunate undoing of other candidates. Furthermore, tweaking your answers a bit (without resorting to lies) and focussing on the right skills/experience that the interviewer wants to see, can multiply your chances of successfully landing the job manifold.

Later on: Apart from this, do not forget to follow-up with the recruiter after the interview. Debriefing him on how the interview went will give you a chance to seek valuable insight on your interviewing skills as well as any concerns expressed by the interviewer later on.

In short, a recruiter can tell you a lot, you only have to ask the right questions. Yet, many candidates either hesitate or feel shy to solicit such information. Rest assured that the recruiter is not doing you any favours as he too has a vested interest in getting you hired. You are not only representing his agency, but his very income also depends on getting the open position filled.

Moreover, your queries will also highlight your interest in the job while the opposite paints you in an indifferent light! So, help your recruiter help you. But also keep in mind that his advice can only point you in the right direction. The rest is up to you!

Payal Chanania

Know cultural preferences when making cross-border deals

Published on August 18, 2010

International business is growing like never before. Negotiations form the crux in this global playing field, but the varying cultural dimensions throw up quite a tricky arena. For instance, the Americans are driven; Germans are quite precise while Indians are relatively more relaxed. These and other subtle differences affect how the concerned parties perceive issues, ideas and even intentions.

Simple things like doing or saying the wrong thing at the wrong time can create grave misunderstandings leading to detrimental consequences. The overriding cultural background also creates barriers to establishing trust and credibility, ultimately leading to failure. Like, a cooperative stance can be misinterpreted as a power confrontation! Thus, negotiators are faced with huge challenges in the international environment as even an extremely attractive and lucrative proposal can fall flat due to the driving influence of cultural undertones.

Moreover, successfully negotiating with foreigners is not just about speaking the same language. Numerous other mind-boggling minutiae influence the proceedings and prevent international businesspersons from reaching joint agreements. Therefore, cross-cultural awareness through appropriate negotiation training is crucial for facing and solving the problem. The specialised knowledge alone will enable negotiators to tailor their behaviour, approach, sales pitch and presentations to suit their counterparts' thoughts, feelings and behaviour thus significantly increasing their chances of success.

Training helps

To cash in on the international opportunities, negotiators need information about the foreign bureaucracy, laws, government, financial and political scenario. Along with this, they should also understand the negotiating approach and cultural preferences of the opposing parties. This is where cross-cultural negotiation training comes into the picture.

Cross-cultural negotiation training is all about studying the basic components about the foreign culture, beliefs, values, etiquette, business approach, time sensitivity and negotiation styles/goals, especially those which can influence the deal. Take negotiation styles for example – “The way in which we approach negotiation differs across cultures. In the Middle East rather than approaching topics sequentially, negotiators may discuss issues simultaneously. South Americans can become quite vocal and animated. The Japanese will negotiate in teams and decisions will be based upon consensual agreement. In Asia, decisions are usually made by the most senior figure or head of a family. In China, negotiators are highly trained in the art of gaining concessions. In Germany, decisions can take a long time due to the need to analyse information and statistics in great depth. In the UK, pressure tactics and imposing deadlines are ways of closing deals whilst in Greece this would backfire.” Whew!

As we can see, cross-cultural training is a broad umbrella – like, cultural etiquette alone will include small nuances of social behaviour, ideas and customs along with protocol about meeting and greeting, how to address, level of accepted eye contact, need for small talk, tolerable personal touch and space, emotionalism, etc. Needless to say, incorporating even these seemingly minor changes can greatly enhance the negotiation process.

Different takes

Further, the training also includes information on the opposing party's willingness to take risks, make concessions, share information, tolerate ambiguity, openness to new approaches or alternatives, value of punctuality, decision-making process, perceptions and expectations from the negotiation and so on.

Another example - some North American cultures are only keen on pushing through a deal to form a final contract concentrated solely on getting the all-important signature on the dotted line. Whereas other Asian cultures may take considerable time as they value mutual satisfaction and wish to build long-term relationships. Operating on these widely divergent goals sets the stage for suspicions and misunderstandings on either side. On the other hand, understanding the effects of these cultural tendencies will help the negotiators to bridge the cultural gap by adjusting their approach accordingly.

Moreover, cross-cultural negotiation training also creates an awareness of the host party's own cultural proclivities, perceptions and biases which in turn help in understanding both the similarities and differences in attitudes and perceptions. This common base can form a valuable starting point for both a successful negotiation and relationship.

To sum up, cultural sensitivity is a sign of respect that helps build trust and support as well as endears the negotiators to the opposite team. It will also enable them to choose the right strategies, tactics, manoeuvres and concessions – a great advantage over the competition indeed!

Payal Chanania

Looking for better pay? Try these online tools

Published on December 8, 2010

The Internet has changed a lot of things from how we interact socially to how we entertain ourselves to how we find jobs. But did you ever think that the web could affect our salary negotiations – both with a current employer and a prospective one!

So, if you have a nagging suspicion that you are getting/offered less than you deserve, remember that salary is negotiable from your end too (Yes, table discussions are not just for the big shots). But, while you know that you are responsible for getting paid as much as possible, negotiating your salary may still seem like a daunting prospect. In fact, when interviewers pose the intimidating question, “What remuneration are you looking for”, many nervous candidates quote a lower amount thus underbidding their own salary. This is where using some online tools can help you maximise your compensation.

Wondering how?

Well, you can now Google professional associations, niche magazines, career centres, government sources or check out what competitor organisations are offering for similar positions. The Internet has further levelled the playing field by providing access to various salary surveys on a multitude of employment websites.

You will easily find numerous websites offering price tags of different clerical, professional and management jobs based on specific job title, category, industry and geographic location. Not only does this profession-specific information present starting salaries but also bonus, options and benefits. Anyone from an accountant, engineer or graphic designer to even police officer or social worker can access these surveys and obtain median salary data ranging right from entry level positions to the CEO!

Then there are easy-to-use salary wizards for comparing average compensation based on key professional demographics like industry, employer size, location, job title, years of experience and professional certifications to estimate your expected salary range immediately. The results are often displayed in a bell curve chart showing pay for the lower 10th percentile, median and 90th percentile. There are also resources to compare salaries and cost of living between cities if you are contemplating a move.

Then again, you can obtain an even more detailed and customised compensation analysis which takes into account your background, educational qualifications, skill sets, past performance, desired position or labour market demand, but for a price.

This Personal Salary Report is replete with expert analysis of your market value, salary breakdown and negotiation tips.

Apart from informing you about what employers are willing to pay; many surveys also reveal industry trends, growth patterns, skills/experience in demand and so on. Therefore, you can assess what your skills are actually worth, but also understand which skills you should start working towards and what to expect in the future.

How to use surveys

Irrespective of whether you are looking for a new job opportunity, eyeing a raise/promotion or just up for a performance review, its time for some research on the internet. Check different survey results and submit your details on websites like www.salaryexpert.com, www.paycheck.com, www.payscale.com, etc. to ascertain how your current remuneration stacks up vis-à-vis your actual market value.

Do look for reliable survey sources. As Monster's negotiation expert Paul Barada advises, “Don't rely on any salary survey that doesn't tell you what companies participated, how many responses were counted and how the data was chosen”. Also, never forget to check the geographic location as it can cause great variances even in the median salary range. For instance, an administrative assistant will earn much lesser in Patna than in Mumbai!

Thus, the salary guide data is a very effective tool to determine where you stand and if you surprisingly find that you are overpaid, Rejoice. But, if your salary is lower than your value in today's job market, do not rush into your boss' cabin demanding a raise. First of all, salary ranges are not hard and fast rules. A note of caution: Some employment experts believe that the websites often display results that are higher than what the market actually reflects!

Moreover, the management will not just rely on the survey results – the onus is on you to show that you deserve it by delivering quality results and contributing to the growth of the organisation. The salary survey information will only serve to leverage your position making you more confident during the next salary negotiation!

Happy Negotiating!

Payal Chanania

When switching career paths, watch out for rough spots

 Published on December 8, 2010

Mr. Ravi Taneja started out as a bright and talented employee at a top multinational firm. Few years down the line, he has gained increasing experience and will soon outgrow his job. Just as he was starting to feel stressed and burned out, opportunity knocks on his door big time – there is an offer of ‘multiple career paths'. Diverse new horizons temptingly beckon with the possibility of advancing his career in an entirely new direction.

Even while he cannot stop grinning like a Cheshire cat at the prospect of gaining recognition, growth and influence, a daunting reality sets in. Is choosing ‘Business Strategy' the right career move or will ‘Brand Management' help him rise to the top ranks quickly? Will ‘Business Operations' provide the best chance to grow or is moving to ‘Client Relations' the springboard for the future? Doesn't ‘Project Management' still seem like the wisest choice?

Well, well onlookers may very well spite that multiple career paths leave you spoiled for choice, but the truth is that the quandary can be quite intimidating as well!

With an array of open options at hand and the overwhelming notion of starting down an almost entirely new path, careful evaluation and deliberation are crucial. Strategic planning and preparation are required as unforeseen roadblocks may arise down the road.

Here are a few pointers:

Dig inside yourself: First and foremost, undertake a candid personal inventory of what you want from your career and where you really want to head. Analyse your strengths and weaknesses vis-à-vis each career path option as well as what you actually enjoy doing. Try to match your talents, interests and motivations as much as possible. Also, reflect in terms of whether you are flexible and willing to try something new as adjusting outside your primary career field is no cakewalk.

Skill-fit: Shifting your career path offers a marvellous opportunity to tap your new interests and grow your abilities. But, it is still vital to look for a basic skill match as you will definitely not want to be weighed down with a huge learning gap even while dealing with the expected lack of experience. This may leave you bewildered as how can say, a technical skill set ever fit into a business role. Yet, the key here is to look for complementary skills like leadership, communication, problem solving, critical thinking or documentation. The next best option is to drum up the requisite knowledge/skills through training, workshops or even online/distance classes.

Do your homework: Fact is that many work domains can look quite rosy from afar. But can you afford to make a reckless jump only to realise that the grass is not really all that greener on the other side? It is advisable to first gain a clear understanding of what actually goes into the new role – think in terms of job factors, responsibilities, functions, impact, scope for growth and the like. Conduct a thorough research by doing online searches, studying employment and career trends or attending industry events. Also, discuss the viability with your peers, manager and mentor. If possible, interact with the person already working in your chosen role and even volunteer for some time before arriving at a decision.

All said and done, shifting your career path will broaden your perspective by exposing you to new areas. For Mr. Taneja, the lateral crossover also offers a chance to get out of the weary rut even while advancing his career in his own unique way. A carefully weighted decision will pave the way for a rewarding career coupled with high success. Then again, you need to stay open-minded during the transition period as you tackle the challenging days ahead.

Payal Chanania