During my span of work at my previous organization, I have come across several brilliant associates who excel at their deliverables. They efficiently complete their piece of code but I don't find them thinking "out of the box". They work on their respective modules of an application and are well informed about that particular module. However, when it comes to the complete application/product knowledge, I see the domain awareness missing. This lack of overall awareness about the application/product severely restricts their ability to innovate and come up with newer and more effective solutions that will benefit the product/application.
Another issue is , due to this lack of awareness, associates don't realize the significance/importance of their work. For example, we always encounter cases where associates are not keen on prod-support work. This is because they don't realize the criticality of prod-support to create a reliable, repeatable customer experience. Once, associates recognize the impact their work is creating, they would approach it with more passion & enthusiasm. We often hear about 'Employee Engagement'. It's a concept that is generally viewed as :- managing discretionary effort, that is, when employees have choices, they will act in a way that furthers their organization's interests. An engaged employee is a person who is fully involved in, and enthusiastic about, his or her work.
It has been proved that engaged employees are 62% more productive than disengaged employees. This additional productivity results in higher quality in their deliverables, hence higher costumer satisfaction.
I strongly feel that , to create Engaged employees, we need to ensure that they need to realize the importance of their work. This will happen only if they have knowledge about the complete product/application (know the complete domain of the product/application ) . To ensure this, we need create an environment in the organization, where domain knowledge sessions are encouraged and supported. I acknowledge that a process is already in place for this. However, I don't see it (to be ) functioning ideally. One way we can increase the inclination of associates to gain knowledge on the domain of their work(learn the domain ) is through creating a system where its made mandatory for all teams to conduct one domain knowldege session every fortnight/month.
To summarize the idea, we need to put stronger focus on learning the domain & functionality of the products/applications associates are working on. This domain knowledge helps to get the overall picture, thus creating an opportunity to innovate and improvise. The domain also ensures higher Employee engagement, resulting in higher productivity and enhanced costumer experience.
Sunday, September 7, 2008
Wednesday, September 3, 2008
Dissatisfied employee in IT company - A cliche
There is this trend I have been noticing in the Indian IT industry . A good percentage of young IT employees are focussing on higher studies. This is not very different from the US or Europe, but the startling difference is that in the Western economies, MBA aspirants are of average age 28 years. In India this figure is 24.
Some facts for you ...
250,000 students appeared for CAT 2007. In 2008, the expected figure is 300,000. Thats a staggering 20 % rise.
Talking about Indians going abroad for MBA or MS, there is steep hike in those figures as well. Last year 16000 Indians took the GMAT, the flagship exam for access to MBA degree abroad. No of GRE ( standardized test for all other PG programs except MBA ) takers summed upto 31000.
These facts and figure and indeed astonishing. More over because many of these students are engaged in high paying jobs at multinational and private companies.
I was an IT guy for first 2 years of my professional life, and my observation was that many of these IT professional voluntarily/involuntarily joined a cult. A cult, whose members want to denounce an IT career. I hate to admit it, but I also belong to this cult. Somehow, I feel that this is very unfair to the IT Industry in India.
On one side, Indian IT inc is facing severe talent crunch with majority of the Indian students passing out being unemployable, while on the other side, the brains of the industry are moving out.
If these professionals are discontent / dissatisfied/ unhappy in their IT professional livee, I would request those professionals to divert their attention to other verticals such as manufacturing or financial services or medical services or entertainment. On a detailed look at these careers, there will definitely be an enlightment for many.
IT industry has regularily been the highest spender on employee perks as compared with other industries. While the concept of HR is kind of abstract in other sectors, in IT and ITes, they are looked upon as vital component of the organisation. Talking about world travel, no sector offers the kind of opportunities which IT does.
and finally, the CTC aspect, IT industry is one of the highest salary payers in India leaving manufacturing, UG level sales, finance way behind.
So all those (not-so-cool) IT guys. You have a choice to make here. Think about it, Isolate the IT-hating cult and start loving what you do.. and trust me , you ll start loving ur work .
Some facts for you ...
250,000 students appeared for CAT 2007. In 2008, the expected figure is 300,000. Thats a staggering 20 % rise.
Talking about Indians going abroad for MBA or MS, there is steep hike in those figures as well. Last year 16000 Indians took the GMAT, the flagship exam for access to MBA degree abroad. No of GRE ( standardized test for all other PG programs except MBA ) takers summed upto 31000.
These facts and figure and indeed astonishing. More over because many of these students are engaged in high paying jobs at multinational and private companies.
I was an IT guy for first 2 years of my professional life, and my observation was that many of these IT professional voluntarily/involuntarily joined a cult. A cult, whose members want to denounce an IT career. I hate to admit it, but I also belong to this cult. Somehow, I feel that this is very unfair to the IT Industry in India.
On one side, Indian IT inc is facing severe talent crunch with majority of the Indian students passing out being unemployable, while on the other side, the brains of the industry are moving out.
If these professionals are discontent / dissatisfied/ unhappy in their IT professional livee, I would request those professionals to divert their attention to other verticals such as manufacturing or financial services or medical services or entertainment. On a detailed look at these careers, there will definitely be an enlightment for many.
IT industry has regularily been the highest spender on employee perks as compared with other industries. While the concept of HR is kind of abstract in other sectors, in IT and ITes, they are looked upon as vital component of the organisation. Talking about world travel, no sector offers the kind of opportunities which IT does.
and finally, the CTC aspect, IT industry is one of the highest salary payers in India leaving manufacturing, UG level sales, finance way behind.
So all those (not-so-cool) IT guys. You have a choice to make here. Think about it, Isolate the IT-hating cult and start loving what you do.. and trust me , you ll start loving ur work .
Monday, August 25, 2008
Chief Review Officer ( CRO )
I got a review from a good friend who said that my writing style is very non-bloggy.
Its a style which is not followed by general bloggers. Though, he has his heart in the right place but he has one majorly annoying habit. Getting a positive feedback from him would be easier than building Rome. What he unrealizingly ends up doing everytime is giving just one piece of constructive advice, which is " I like it " . As I metioned, if you get one !!! otherwise you will always end up getting a monotonous demoralizing " I dont like it " syllable from him.
I with couple of my frens ( he being one )are working on this new idea these days and there are major debates about each and every of decision we have to make. Some of these debates are about stuff so trivial that I am too embarassed to even mention them. So everytime we need to take a call, our C.R.O gives his expert review which is always " I dont like it ".
I felt like sharing something which is so-called "Bloggy", so this was the entry.
Anyways, since this blog is all about employeement engagement, the blend I have to offer is , if you have a manager/ colleague who has this habit , don't take it anymore, Go ahead and nickname him the CRO of ur office !!!
Its a style which is not followed by general bloggers. Though, he has his heart in the right place but he has one majorly annoying habit. Getting a positive feedback from him would be easier than building Rome. What he unrealizingly ends up doing everytime is giving just one piece of constructive advice, which is " I like it " . As I metioned, if you get one !!! otherwise you will always end up getting a monotonous demoralizing " I dont like it " syllable from him.
I with couple of my frens ( he being one )are working on this new idea these days and there are major debates about each and every of decision we have to make. Some of these debates are about stuff so trivial that I am too embarassed to even mention them. So everytime we need to take a call, our C.R.O gives his expert review which is always " I dont like it ".
I felt like sharing something which is so-called "Bloggy", so this was the entry.
Anyways, since this blog is all about employeement engagement, the blend I have to offer is , if you have a manager/ colleague who has this habit , don't take it anymore, Go ahead and nickname him the CRO of ur office !!!
Sunday, August 17, 2008
How engaged our your employees ??
In a highly competitive market for both customers and talented staff,
employee engagement is a way of delivering a competitive advantage.
Many companies realise that maximum productivity doesn't come from
just a "satisfied" or "happy" employee. They know that the most
productive and loyal employee is known as an engaged employee.
A fully engaged employee:
Is intellectually and emotionally bound with your organisation;
Gives 100 percent effort;
Feels passionately about your goals, and;
Is committed to live by your company values.
So what is employee engagement?
Employee engagement is the means or strategy by which:
Your company seeks to build a partnership between your management team and your employees, such that;
Your employees fully understand and are committed to achieving your management team's objectives, and
The management team respects the personal aspirations and ambitions of your employees.
So how can employee engagement help your company?
Employee engagement can have a strong tangible impact on your
company's bottom line. Here's why:
The most valuable element of your company walks out of the door every evening and sometimes they never come back. This is particularly true of service companies;
The quality of output and competitive advantage of your company depends on the quality of your people, their sharing of knowledge and their contacts
It's therefore in your interests to do what you can to prevent good people from leaving, actively motivate them into performing while they are staying and contribute as much as they can into your company's performance.
How engaged are your employees right now?
Friday, August 15, 2008
PSU - where are we losing it
Employees are the single largest asset in an organisation.
This statement becomes more profound for service sector organisations.
However, the workforce have been continously neglected by the upper management of Indian PSUs ( Public Sector Units ) when they create business strategies or 5 year roadmaps for the organisation.
It is very painful to see this active neglect and the lack of resources allocated for workforce management in the PSUs.
This is more evident in India where employee investment is one of lowest among peers.
While, most of American and European companies offer ESOPs to their employees, this practice is virtually non-existent in India.
In India, employers offer the following benefits. Some because of government regulations, some because it forms a part of employee benefits scheme.
1. Provident Fund
2. Gratuity
3. Superannuation/pension (either defined benefit or defined contribution)
4. Housing
5. Car
6. Loans
7. Life insurance protection for dependants
8. Health/disability benefits
9. Medical benefits for employees and their families
10.Leave encashment
Some of these benefits are primarily avialable to PSUs employees, benefits such as Housing, Car, Health/disability benefits, Superannuation/pension.
These benefits create a rosy picture, however they are directly mapped to the salary structures. More the benefits, lower are the salary structures.
So, you might have free housing through your PSU but can you afford your children's education expenses.
Indian Railways has the highest no of employees in the world. Jobs at Indian Railways are cherished for a certain class of people but why do the most brilliant minds passing out of premier institutes such as IIMs/IITs are averse to taking up jobs there. This is a question we need to ponder upon with earnest effort.
Many youth say
There is a strong need to look at the employee engagement initiative at PSU workplaces in India. There is a severe lack of thought/intent for the same at these workplaces.
Many argue that there is very low attrition rate at PSUs and hence, it can be concluded that employees there are highly content with their workplace enviornment.
I beg to differ, the absence of the trend of switching jobs in PSUs can be relegated to lack of better opportunities to a certain extent.
Lets raise the voice against this disparity. Its high time we need to change this.
This statement becomes more profound for service sector organisations.
However, the workforce have been continously neglected by the upper management of Indian PSUs ( Public Sector Units ) when they create business strategies or 5 year roadmaps for the organisation.
It is very painful to see this active neglect and the lack of resources allocated for workforce management in the PSUs.
This is more evident in India where employee investment is one of lowest among peers.
While, most of American and European companies offer ESOPs to their employees, this practice is virtually non-existent in India.
In India, employers offer the following benefits. Some because of government regulations, some because it forms a part of employee benefits scheme.
1. Provident Fund
2. Gratuity
3. Superannuation/pension (either defined benefit or defined contribution)
4. Housing
5. Car
6. Loans
7. Life insurance protection for dependants
8. Health/disability benefits
9. Medical benefits for employees and their families
10.Leave encashment
Some of these benefits are primarily avialable to PSUs employees, benefits such as Housing, Car, Health/disability benefits, Superannuation/pension.
These benefits create a rosy picture, however they are directly mapped to the salary structures. More the benefits, lower are the salary structures.
So, you might have free housing through your PSU but can you afford your children's education expenses.
Indian Railways has the highest no of employees in the world. Jobs at Indian Railways are cherished for a certain class of people but why do the most brilliant minds passing out of premier institutes such as IIMs/IITs are averse to taking up jobs there. This is a question we need to ponder upon with earnest effort.
Many youth say
There is a strong need to look at the employee engagement initiative at PSU workplaces in India. There is a severe lack of thought/intent for the same at these workplaces.
Many argue that there is very low attrition rate at PSUs and hence, it can be concluded that employees there are highly content with their workplace enviornment.
I beg to differ, the absence of the trend of switching jobs in PSUs can be relegated to lack of better opportunities to a certain extent.
Lets raise the voice against this disparity. Its high time we need to change this.
Wednesday, August 13, 2008
Hewitt Best Employers Survey 2007
Aditya Birla Group, Satyam Computer Services and Marriott Hotels India have been ranked as the top three employers in India.
The Best Employers in Asia 2007 study, conducted by Hewitt Associates and presented in partnership with The Wall Street Journal Asia, provides a definitive benchmark against which you can measure how effective an organisation is in providing a workplace that engages the intellectual and emotional commitment of its employees.
The best 25 employers in India include companies from, both, the new as also the old economy sectors.
The others who make up the top 25 include: Eureka Forbes Limited,, Cisco Systems (India) Private Limited,, Godrej Consumer Products Ltd, Agilent Technologies Ltd, Standard Chartered Scope International - India, Tata Consultancy Services Ltd, Kotak Mahindra Bank Ltd, Wipro BPO, Covansys (India) Private Limited, Ajuba Solutions India Private Limited, Pantaloon Retail India Limited, Text 100 India Pvt. Ltd, Domino's Pizza India Limited, Ford India Becton Dickinson India Pvt. Ltd, Hardcastle Restaurants Pvt. Ltd, HCL Technologies Ltd,- BPO Services Dr. Reddy's Laboratories Limited, Johnson and Johnson Medical, India GlaxoSmithKline Consumer Healthcare Ltd, HSBC, and Monsanto India Limited.
The study determines what it is that makes organisations great employers, analyses the relationship between the 'best employers' and top performing organizations, and identifies emerging workplace trends for the future.
The Hewitt survey is the largest of its kind in India. The Hewitt survey accounts for the views of over 1,140000 employees and have been represented by over 44,000 employees in 230 companies across industry sectors in India.
The study undertook an analysis of what differentiates organisations when it comes to employee management, and conducted a thorough audit of all related areas, including people policies, recruitment, talent management, learning and development, recognition, opportunities, etc.
Best employers represent a wide range of industries. Despite this, they all have two things in common-they have aligned their practices with the organisation's strategy and goals specific to their industry needs, and have created an environment that produces a positive employee experience and results.
The study also revealed that employee Engagement in India, has gradually increased since Hewitt's first Best Employers study was conducted back in 2001. This demonstrates that organisations are placing a growing emphasis on creating a more challenging environment for their people.
In India, career opportunities is a key driver of employee Engagement, clearly reflecting the ambitions and aspirations of a restless and demanding workforce that is keen to ride the growth wave. As a result, organisations that are able to manage employees' career aspirations and provide them with opportunities for growth and development will have a more engaged workforce. The study showed that 76% of employees at Best Employers are satisfied with their career opportunities, compared with 64% at The Rest.
Smita Anand, head of Hewitt India, commented, "The Best Employers differentiate themselves by making their employees a part of their growth story. They provide unrivalled opportunities for growth and development irrespective of an employees' background, differentiating only on the basis of performance. As a result, they see stronger business results and stand out as a place where people want to work."
The Best Employers in Asia study revealed four key benefits to being a Best Employer:
A strong competitive advantage over other organizations. Best Employers have a highly engaged workforce that is prepared to go the extra mile for their organization and customers.
Better business results and the ability to grow a sustainable business. This is because Best Employers take a long-term approach to building a sustainable workforce and focus on growing committed and loyal employees who have faith in the leaders of the company.
Attracting the best talent and recognition in the marketplace for having a strong employer brand. Best Employers' employees believe their companies are hiring the right people for the right jobs and deliver on their employment promises.
Long-term employee relationships, which leads to fewer employees leaving the organization. Best Employers also have outstanding leaders in place who not only inspire employees, but actively make them feel valued in the workplace.
The Best Employers in Asia 2007 study commenced in September 2006 and results were published late last week.
Source - Rediff.com. April 17, 2007
The Best Employers in Asia 2007 study, conducted by Hewitt Associates and presented in partnership with The Wall Street Journal Asia, provides a definitive benchmark against which you can measure how effective an organisation is in providing a workplace that engages the intellectual and emotional commitment of its employees.
The best 25 employers in India include companies from, both, the new as also the old economy sectors.
The others who make up the top 25 include: Eureka Forbes Limited,, Cisco Systems (India) Private Limited,, Godrej Consumer Products Ltd, Agilent Technologies Ltd, Standard Chartered Scope International - India, Tata Consultancy Services Ltd, Kotak Mahindra Bank Ltd, Wipro BPO, Covansys (India) Private Limited, Ajuba Solutions India Private Limited, Pantaloon Retail India Limited, Text 100 India Pvt. Ltd, Domino's Pizza India Limited, Ford India Becton Dickinson India Pvt. Ltd, Hardcastle Restaurants Pvt. Ltd, HCL Technologies Ltd,- BPO Services Dr. Reddy's Laboratories Limited, Johnson and Johnson Medical, India GlaxoSmithKline Consumer Healthcare Ltd, HSBC, and Monsanto India Limited.
The study determines what it is that makes organisations great employers, analyses the relationship between the 'best employers' and top performing organizations, and identifies emerging workplace trends for the future.
The Hewitt survey is the largest of its kind in India. The Hewitt survey accounts for the views of over 1,140000 employees and have been represented by over 44,000 employees in 230 companies across industry sectors in India.
The study undertook an analysis of what differentiates organisations when it comes to employee management, and conducted a thorough audit of all related areas, including people policies, recruitment, talent management, learning and development, recognition, opportunities, etc.
Best employers represent a wide range of industries. Despite this, they all have two things in common-they have aligned their practices with the organisation's strategy and goals specific to their industry needs, and have created an environment that produces a positive employee experience and results.
The study also revealed that employee Engagement in India, has gradually increased since Hewitt's first Best Employers study was conducted back in 2001. This demonstrates that organisations are placing a growing emphasis on creating a more challenging environment for their people.
In India, career opportunities is a key driver of employee Engagement, clearly reflecting the ambitions and aspirations of a restless and demanding workforce that is keen to ride the growth wave. As a result, organisations that are able to manage employees' career aspirations and provide them with opportunities for growth and development will have a more engaged workforce. The study showed that 76% of employees at Best Employers are satisfied with their career opportunities, compared with 64% at The Rest.
Smita Anand, head of Hewitt India, commented, "The Best Employers differentiate themselves by making their employees a part of their growth story. They provide unrivalled opportunities for growth and development irrespective of an employees' background, differentiating only on the basis of performance. As a result, they see stronger business results and stand out as a place where people want to work."
The Best Employers in Asia study revealed four key benefits to being a Best Employer:
A strong competitive advantage over other organizations. Best Employers have a highly engaged workforce that is prepared to go the extra mile for their organization and customers.
Better business results and the ability to grow a sustainable business. This is because Best Employers take a long-term approach to building a sustainable workforce and focus on growing committed and loyal employees who have faith in the leaders of the company.
Attracting the best talent and recognition in the marketplace for having a strong employer brand. Best Employers' employees believe their companies are hiring the right people for the right jobs and deliver on their employment promises.
Long-term employee relationships, which leads to fewer employees leaving the organization. Best Employers also have outstanding leaders in place who not only inspire employees, but actively make them feel valued in the workplace.
The Best Employers in Asia 2007 study commenced in September 2006 and results were published late last week.
Source - Rediff.com. April 17, 2007
Hewitt Best Employers Survey 2007
Aditya Birla Group, Satyam Computer Services and Marriott Hotels India have been ranked as the top three employers in India.
The Best Employers in Asia 2007 study, conducted by Hewitt Associates and presented in partnership with The Wall Street Journal Asia, provides a definitive benchmark against which you can measure how effective an organisation is in providing a workplace that engages the intellectual and emotional commitment of its employees.
The best 25 employers in India include companies from, both, the new as also the old economy sectors.
The others who make up the top 25 include: Eureka Forbes Limited,, Cisco Systems (India) Private Limited,, Godrej Consumer Products Ltd, Agilent Technologies Ltd, Standard Chartered Scope International - India, Tata Consultancy Services Ltd, Kotak Mahindra Bank Ltd, Wipro BPO, Covansys (India) Private Limited, Ajuba Solutions India Private Limited, Pantaloon Retail India Limited, Text 100 India Pvt. Ltd, Domino's Pizza India Limited, Ford India Becton Dickinson India Pvt. Ltd, Hardcastle Restaurants Pvt. Ltd, HCL Technologies Ltd,- BPO Services Dr. Reddy's Laboratories Limited, Johnson and Johnson Medical, India GlaxoSmithKline Consumer Healthcare Ltd, HSBC, and Monsanto India Limited.
The Best Employers in Asia 2007 study, conducted by Hewitt Associates and presented in partnership with The Wall Street Journal Asia, provides a definitive benchmark against which you can measure how effective an organisation is in providing a workplace that engages the intellectual and emotional commitment of its employees.
The best 25 employers in India include companies from, both, the new as also the old economy sectors.
The others who make up the top 25 include: Eureka Forbes Limited,, Cisco Systems (India) Private Limited,, Godrej Consumer Products Ltd, Agilent Technologies Ltd, Standard Chartered Scope International - India, Tata Consultancy Services Ltd, Kotak Mahindra Bank Ltd, Wipro BPO, Covansys (India) Private Limited, Ajuba Solutions India Private Limited, Pantaloon Retail India Limited, Text 100 India Pvt. Ltd, Domino's Pizza India Limited, Ford India Becton Dickinson India Pvt. Ltd, Hardcastle Restaurants Pvt. Ltd, HCL Technologies Ltd,- BPO Services Dr. Reddy's Laboratories Limited, Johnson and Johnson Medical, India GlaxoSmithKline Consumer Healthcare Ltd, HSBC, and Monsanto India Limited.
Your workplace - Make it a better place
I am leaving for want of better pay — I am leaving for a myriad of reasons — I am leaving... I am leaving... say so many employees during their exit interviews. But research by many organisations, including Gallup, has established beyond reasonable doubt that most employees leave behind difficult environments, difficult people and stressful situations.
“What’s the big deal if one employee leaves? After all, attrition is a problem that everyone has.” Or, “Attrition is high in the ITeS space. Given the prevailing competition, we cannot help it.”
These are the comforting statements that are often heard in HR departments and in the echelons of power in organisations that have high attrition rates.
As human beings we have certain standard operating philosophies. We are creatures of habit. What we do and what we do not — be that for money, social causes, patriotism or indeed if we are angry or sad — is pre-determined. We might try and create an illusionary secondary logic — but the fact is our behavioural pattern is defined by our upbringing and the ethical standards instilled in us by our parents, teachers, peers, friends and relatives. These ‘standard operating philosophies’ only mature over time — they rarely change.
Therefore, if money were the reason cited for changing jobs — how come we don’t change our families and friends for money? The truth is that it’s not the money that is attractive — it is a way out from a fight or a situation that we find ourselves in.
If money were the most important aspect of life — how come we have motivated jawans in the army? Let’s take the life of Capt Vikram Batra who died in the Kargil conflict re-taking Peak 4875 which he had previously captured. For his display of personal bravery and leadership, he was awarded India’s highest decoration in battle — the Param Vir Chakra. As an officer in the Indian Army, his salary was less than what an Assistant Manager in a good company in India gets paid these days. The Indian Army does not rank in the “Best Places to Work Inc”, nor does it feature on the “Best Employer of Year” in Fortune Magazine. And no, it does not feature on the salary surveys by Hewitt or Mercer. It does not have fantastic recruitment advertising budgets, nor stock options, and not all servicemen and women carry Apple iPods, Dell Laptops and state-of-the art Nokia cellphones. What’s the connect? What is that elusive answer that we are missing?
Models of success
We all know of the Southwest and Starbucks stories. It has been historically proven that business soars because of its people. The quality of people within can enhance a company’s brand image and increase revenue. They increase customer satisfaction. Their people are sought after but reluctant to leave because of the emotional bonding, the training and empowerment. They believe that the experience and the qualification are just the entry ticket and not the guarantee for a job.
Promote for Ownership, Commitment, Dedication and Reliability and not because someone has been in a role for a long time. Haven’t we all seen the video or read about Pikes Fish market at Seattle and how the folks there enjoy even something as mundane as selling fish and how that environment is transformed.
At my own organisation, we hire for talent and attitude. On joining the bank, I was meeting with people and happened to walk into my neighbour’s cabin. The gentlemen from Projects introduced himself and proudly said his father, who had been with Core Banking, had retired from the bank after 35 years of service and he had himself put in 15 years. He then proudly said his son was on the Tech team, and had been with the bank for eight years. I was truly impressed. I see this across the bank – husbands and wives, sisters, brothers, cousins – all of us working together.
We work for social causes such as for HIV infected people and on Go Green initiatives. Engagement is built in throughout the employee life cycle. Brand-building is not only about slick advertisements or huge brand spends, but about each employee being a living testimonial to the brand.
Emotional beings
The fact of the matter is that as human beings we are emotional and it is imperative that organisations deploy emotional engagement at the work place. People perform best in such environments. According to Gallup, “Organisations using emotional engagement automatically record high growth (financial), high percentage of customer retention and very low attrition.” Unless we realise that employees have their emotional baggage and deserve the same emotional logic and rationale that we adopt with our own relationships, we will always complain of high attrition.
In many organisations, rather than pursuing emotional engagement as the single driver that keeps people productive and happy, organisations and managers employ short-term ‘let’s say we are caring’ tactics. People are smart and can sense the difference between true caring and faking. For example, organisations provide facilities — but what is the use if the facilities provided are sub-standard. The whole purpose of providing facilities would be lost and such a charade could prove costly.
Not many organisations actually put an accurate cost to downtime when an employee leaves. Besides, there is also the cost of talent acquisition, the time taken to get a new employee up to speed on transactional issues and the cost of dissatisfied customer attrition? Who actually calculates that? Especially in the ITeS space, personalisation takes a back seat simply because most companies cannot be sure an employee will stick on even if paid top dollar.
In today’s environment - money is no longer the reason why employees stay or leave an organisation. In most cases – ironically, it is the people, environment and culture that drive people out of organisations
Turn on the taps of Emotional Engagement and watch the Power of Human Relations converge upon the work place. Does this mean throwing away processes? Procedure? No it doesn’t – it means humanising the work place like never before. Let us recognise people as people, admire them for the qualities they posses, accept their personal lives as fathers / mothers / brothers /sisters and organisations will begin to engage with employees and develop long-lasting partnerships with them.
Harvard Business School research has shown that the most significant contributing factor to an organisation’s success is employee loyalty, which can never be achieved in an environment that is not conducive to long stay. Human beings can only be at their productive best when they have a compulsion to stay, develop, produce and contribute.
I believe in the Power of Human Relations and I do hope that in the years ahead the Indian management system — totally unlike the traditional management system of profit taking precedence over everything, including human emotions — will prevail and that people will borrow this success model in order to replicate it across the globe. This then is our sustainability and our future. This is the world we owe our children – the future employees and employers.
“What’s the big deal if one employee leaves? After all, attrition is a problem that everyone has.” Or, “Attrition is high in the ITeS space. Given the prevailing competition, we cannot help it.”
These are the comforting statements that are often heard in HR departments and in the echelons of power in organisations that have high attrition rates.
As human beings we have certain standard operating philosophies. We are creatures of habit. What we do and what we do not — be that for money, social causes, patriotism or indeed if we are angry or sad — is pre-determined. We might try and create an illusionary secondary logic — but the fact is our behavioural pattern is defined by our upbringing and the ethical standards instilled in us by our parents, teachers, peers, friends and relatives. These ‘standard operating philosophies’ only mature over time — they rarely change.
Therefore, if money were the reason cited for changing jobs — how come we don’t change our families and friends for money? The truth is that it’s not the money that is attractive — it is a way out from a fight or a situation that we find ourselves in.
If money were the most important aspect of life — how come we have motivated jawans in the army? Let’s take the life of Capt Vikram Batra who died in the Kargil conflict re-taking Peak 4875 which he had previously captured. For his display of personal bravery and leadership, he was awarded India’s highest decoration in battle — the Param Vir Chakra. As an officer in the Indian Army, his salary was less than what an Assistant Manager in a good company in India gets paid these days. The Indian Army does not rank in the “Best Places to Work Inc”, nor does it feature on the “Best Employer of Year” in Fortune Magazine. And no, it does not feature on the salary surveys by Hewitt or Mercer. It does not have fantastic recruitment advertising budgets, nor stock options, and not all servicemen and women carry Apple iPods, Dell Laptops and state-of-the art Nokia cellphones. What’s the connect? What is that elusive answer that we are missing?
Models of success
We all know of the Southwest and Starbucks stories. It has been historically proven that business soars because of its people. The quality of people within can enhance a company’s brand image and increase revenue. They increase customer satisfaction. Their people are sought after but reluctant to leave because of the emotional bonding, the training and empowerment. They believe that the experience and the qualification are just the entry ticket and not the guarantee for a job.
Promote for Ownership, Commitment, Dedication and Reliability and not because someone has been in a role for a long time. Haven’t we all seen the video or read about Pikes Fish market at Seattle and how the folks there enjoy even something as mundane as selling fish and how that environment is transformed.
At my own organisation, we hire for talent and attitude. On joining the bank, I was meeting with people and happened to walk into my neighbour’s cabin. The gentlemen from Projects introduced himself and proudly said his father, who had been with Core Banking, had retired from the bank after 35 years of service and he had himself put in 15 years. He then proudly said his son was on the Tech team, and had been with the bank for eight years. I was truly impressed. I see this across the bank – husbands and wives, sisters, brothers, cousins – all of us working together.
We work for social causes such as for HIV infected people and on Go Green initiatives. Engagement is built in throughout the employee life cycle. Brand-building is not only about slick advertisements or huge brand spends, but about each employee being a living testimonial to the brand.
Emotional beings
The fact of the matter is that as human beings we are emotional and it is imperative that organisations deploy emotional engagement at the work place. People perform best in such environments. According to Gallup, “Organisations using emotional engagement automatically record high growth (financial), high percentage of customer retention and very low attrition.” Unless we realise that employees have their emotional baggage and deserve the same emotional logic and rationale that we adopt with our own relationships, we will always complain of high attrition.
In many organisations, rather than pursuing emotional engagement as the single driver that keeps people productive and happy, organisations and managers employ short-term ‘let’s say we are caring’ tactics. People are smart and can sense the difference between true caring and faking. For example, organisations provide facilities — but what is the use if the facilities provided are sub-standard. The whole purpose of providing facilities would be lost and such a charade could prove costly.
Not many organisations actually put an accurate cost to downtime when an employee leaves. Besides, there is also the cost of talent acquisition, the time taken to get a new employee up to speed on transactional issues and the cost of dissatisfied customer attrition? Who actually calculates that? Especially in the ITeS space, personalisation takes a back seat simply because most companies cannot be sure an employee will stick on even if paid top dollar.
In today’s environment - money is no longer the reason why employees stay or leave an organisation. In most cases – ironically, it is the people, environment and culture that drive people out of organisations
Turn on the taps of Emotional Engagement and watch the Power of Human Relations converge upon the work place. Does this mean throwing away processes? Procedure? No it doesn’t – it means humanising the work place like never before. Let us recognise people as people, admire them for the qualities they posses, accept their personal lives as fathers / mothers / brothers /sisters and organisations will begin to engage with employees and develop long-lasting partnerships with them.
Harvard Business School research has shown that the most significant contributing factor to an organisation’s success is employee loyalty, which can never be achieved in an environment that is not conducive to long stay. Human beings can only be at their productive best when they have a compulsion to stay, develop, produce and contribute.
I believe in the Power of Human Relations and I do hope that in the years ahead the Indian management system — totally unlike the traditional management system of profit taking precedence over everything, including human emotions — will prevail and that people will borrow this success model in order to replicate it across the globe. This then is our sustainability and our future. This is the world we owe our children – the future employees and employers.
‘Employees, key contributors to Indian growth story’
Taken from Business Line, Monday, Jan 28, 2008
David Evans would like to call himself a ‘motivational evangelist’. The founder-chairman of the $460-million performance improvement solution company Grass Roots, and an associate of the WPP group, Evans says the Indian growth story has been contributed not just by companies but its key stakeholders – the employees.
The company, which set up operations in India this month, finds that the country offers immense scope for ‘Performance Improvement tools’. In a freewheeling interview with The New Manager, Evans (60), reiterated that investments — the trendiest word globally — should be applied to employees and not to projects.
You have always said that unappreciated workers vote with their feet and one in four quits if the trend continues?
For any organisation, the biggest investment is not on projects but on its people. Disgruntled employees are like stretched out elastic bands. They lose their elasticity and hit back. The essence of investment is retaining, acquiring or improving assets — items that have a place and a value on the balance sheet. So if a company has lost an employee, effectively it has lost an investment.
Indian companies are going global. What global best practices should be followed to survive the attrition crisis?
Companies, like human beings, are also creatures of habit. If an organisation has built bad habits into itself and doesn’t change them, these habits could accumulate to become life-threatening. Employee retention training in the workplace is the buzzword. Motivation, both of the employees and the company, is essential. Companies do very little to motivate their employees. This is where Performance Management tools come in handy.
How does Performance Management differ from training?
Training has completely eclipsed learning. Performance Management is all about learning newer values for achieving long-term goals. While training has always been judged quantitatively, learning without measurement is like a ship without a sail. When companies are becoming ‘glocal’, it is imperative to measure it qualitatively. The budget was spent, the courses took place, the trainers imparted their skills, the trainees returned to their offices — but what was the net outcome? Performance Management, on the other hand, is like a good butler. If a company has a problem, like a good butler we listen and serve to fix it up. It is more like coaching a company for bigger responsibilities.
Is there a way to measure Performance Management?
Besides statistical analysis, the best way to measure performance management is through mystery shopping, a tool to measure how well new knowledge is being applied in practice. The only difference between mystery shoppers and real client customers is that the mystery shoppers record and reveal what happened to them. In all other respects they are the genuine article, meeting the demographic profile and living locally. They can find out exactly what it feels like to be a customer, and how staff reacts to a given scenario that they convincingly enact.
Indian companies are going global. Does culture diversity come in the way of the employee-employer relationship?
Culture diversity has to be kept in mind especially following any M&A deals. However, constant dialogue can be cathartic. It breaks barriers and helps in establishing a foothold in the global arena.
How important are coaching and mentoring to the managerial cadre?
Coaching can unleash the potential on a one-to-one or person-to-person basis in a non-threatening manner. It is personal therapeutic counselling. Managers are expected to wear the coaching hat more often than their managerial hats.
Likewise, CEOs are desperately seeking a sounding board and want to partner with someone, who can help them navigate their business challenges and realise their full potential. Organisations need to be hand-held and they must provide platforms for engagements.
David Evans, founder-chairman of Grass Roots, believes that people are the biggest investments of organisations.
David Evans would like to call himself a ‘motivational evangelist’. The founder-chairman of the $460-million performance improvement solution company Grass Roots, and an associate of the WPP group, Evans says the Indian growth story has been contributed not just by companies but its key stakeholders – the employees.
The company, which set up operations in India this month, finds that the country offers immense scope for ‘Performance Improvement tools’. In a freewheeling interview with The New Manager, Evans (60), reiterated that investments — the trendiest word globally — should be applied to employees and not to projects.
You have always said that unappreciated workers vote with their feet and one in four quits if the trend continues?
For any organisation, the biggest investment is not on projects but on its people. Disgruntled employees are like stretched out elastic bands. They lose their elasticity and hit back. The essence of investment is retaining, acquiring or improving assets — items that have a place and a value on the balance sheet. So if a company has lost an employee, effectively it has lost an investment.
Indian companies are going global. What global best practices should be followed to survive the attrition crisis?
Companies, like human beings, are also creatures of habit. If an organisation has built bad habits into itself and doesn’t change them, these habits could accumulate to become life-threatening. Employee retention training in the workplace is the buzzword. Motivation, both of the employees and the company, is essential. Companies do very little to motivate their employees. This is where Performance Management tools come in handy.
How does Performance Management differ from training?
Training has completely eclipsed learning. Performance Management is all about learning newer values for achieving long-term goals. While training has always been judged quantitatively, learning without measurement is like a ship without a sail. When companies are becoming ‘glocal’, it is imperative to measure it qualitatively. The budget was spent, the courses took place, the trainers imparted their skills, the trainees returned to their offices — but what was the net outcome? Performance Management, on the other hand, is like a good butler. If a company has a problem, like a good butler we listen and serve to fix it up. It is more like coaching a company for bigger responsibilities.
Is there a way to measure Performance Management?
Besides statistical analysis, the best way to measure performance management is through mystery shopping, a tool to measure how well new knowledge is being applied in practice. The only difference between mystery shoppers and real client customers is that the mystery shoppers record and reveal what happened to them. In all other respects they are the genuine article, meeting the demographic profile and living locally. They can find out exactly what it feels like to be a customer, and how staff reacts to a given scenario that they convincingly enact.
Indian companies are going global. Does culture diversity come in the way of the employee-employer relationship?
Culture diversity has to be kept in mind especially following any M&A deals. However, constant dialogue can be cathartic. It breaks barriers and helps in establishing a foothold in the global arena.
How important are coaching and mentoring to the managerial cadre?
Coaching can unleash the potential on a one-to-one or person-to-person basis in a non-threatening manner. It is personal therapeutic counselling. Managers are expected to wear the coaching hat more often than their managerial hats.
Likewise, CEOs are desperately seeking a sounding board and want to partner with someone, who can help them navigate their business challenges and realise their full potential. Organisations need to be hand-held and they must provide platforms for engagements.
David Evans, founder-chairman of Grass Roots, believes that people are the biggest investments of organisations.
Business Strategy- Whats missing
You run a business and you have a vision, a dream that you want to see fulfilled
You’ve created a strategy to achieve your vision
What is more important?
The Quality of the Strategy , OR The execution of the Strategy.
Select one of the above answers. Once you know the answer please read on . . .
Why poor internal communications means your management strategy is likely to fail
Here are the top 5 internal communications problems that most businesses face:
* Inconsistent messages being sent to employees;
* Lack of visibility of leaders – especially during tough times;
* Lack of employees’ trust in leadership;
* Managers who don’t understand their roles in employee communication, or don't have the required skills or tools, and;
* The overload of information confronting employees in their daily work lives.
Why employee engagement and internal communications are fundamental to a successful business
* Your strategy will only succeed if your employees are fully committed to your strategy and give it heart and mind rather than hands and feet
* They’ll only do that if they understand it and accept it and believe in it
* This isn’t an easy task, especially if you don’t have a strategy to communicate and engage everyone in the organisation
How much could you be losing right now because of employee dis-engagement?
The majority of Great Britain’s 27 million employees are uninspired at work. And the situation hasn’t improved over the past couple of years. In fact it’s getting worse. How many of these employees are yours?
Here’s what you can gain by improving employee engagement and internal communications
* boost productivity;
* reduce operating costs;
* raise quality standards;
* cut attrition rates;
* get change implemented faster;
* unite disparate operating units;
* reduce levels of absenteeism;
* improve customer satisfaction, and
* create aligned activity to achieve your goals
Why you need employee engagement
* Your business is made up of people with different perspectives, different concerns and different lives
* They all perceive the same things in different ways
* So unless you have a tool to enable your people to explore those difference views and calibrate the meaning of your message, you are unlikely to engage them, which means you do not secure their commitment or align their efforts and your strategy will fail.
”Any company trying to compete … must figure out a way to engage the mind of every employee”
Jack Welch, former CEO General Electric
"When engaged employees utilize their natural talents, they provide an instant, and constant, competitive edge. They build a new value: emotionally driven connections between employees and customers."
Curt W. Coffman and Gabriel Gonzalez Molina
You’ve created a strategy to achieve your vision
What is more important?
The Quality of the Strategy , OR The execution of the Strategy.
Select one of the above answers. Once you know the answer please read on . . .
Why poor internal communications means your management strategy is likely to fail
Here are the top 5 internal communications problems that most businesses face:
* Inconsistent messages being sent to employees;
* Lack of visibility of leaders – especially during tough times;
* Lack of employees’ trust in leadership;
* Managers who don’t understand their roles in employee communication, or don't have the required skills or tools, and;
* The overload of information confronting employees in their daily work lives.
Why employee engagement and internal communications are fundamental to a successful business
* Your strategy will only succeed if your employees are fully committed to your strategy and give it heart and mind rather than hands and feet
* They’ll only do that if they understand it and accept it and believe in it
* This isn’t an easy task, especially if you don’t have a strategy to communicate and engage everyone in the organisation
How much could you be losing right now because of employee dis-engagement?
The majority of Great Britain’s 27 million employees are uninspired at work. And the situation hasn’t improved over the past couple of years. In fact it’s getting worse. How many of these employees are yours?
Here’s what you can gain by improving employee engagement and internal communications
* boost productivity;
* reduce operating costs;
* raise quality standards;
* cut attrition rates;
* get change implemented faster;
* unite disparate operating units;
* reduce levels of absenteeism;
* improve customer satisfaction, and
* create aligned activity to achieve your goals
Why you need employee engagement
* Your business is made up of people with different perspectives, different concerns and different lives
* They all perceive the same things in different ways
* So unless you have a tool to enable your people to explore those difference views and calibrate the meaning of your message, you are unlikely to engage them, which means you do not secure their commitment or align their efforts and your strategy will fail.
”Any company trying to compete … must figure out a way to engage the mind of every employee”
Jack Welch, former CEO General Electric
"When engaged employees utilize their natural talents, they provide an instant, and constant, competitive edge. They build a new value: emotionally driven connections between employees and customers."
Curt W. Coffman and Gabriel Gonzalez Molina
Employee Engagement
An organization’s productivity is measured not in terms of employee satisfaction but by employee engagement. Employees are said to be engaged when they show a positive attitude toward the organization and express a commitment to remain with the organization.
Organizations that believe in increasing employee engagement levels focus on:
1. Culture: It consists of a foundation of leadership, vision, values, effective communication, a strategic plan, and HR policies that are focused on the employee.
2. Continuous Reinforcement of People-Focused Policies: Continuous reinforcement exists when senior management provides staff with budgets and resources to accomplish their work, and empowers them.
3. Meaningful Metrics: They measure the factors that are essential to the organization’s performance. Because so much of the organization’s performance is dependent on people, such metrics will naturally drive the people-focus of the organization and lead to beneficial change.
4. Organizational Performance: It ultimately leads to high levels of trust, pride, satisfaction, success, and believe it or not, fun.
Performance And Engagement
Increasing employee engagement
* Provide variety: Tedious, repetitive tasks can cause burn out and boredom over time. If the job requires repetitive tasks, look for ways to introduce variety by rotating duties, areas of responsibility, delivery of service etc.
* Conduct periodic meetings with employees to communicate good news, challenges and easy-to-understand company financial information. Managers and supervisors should be comfortable communicating with their staff, and able to give and receive constructive feedback.
* Indulge in employee deployment if he feels he is not on the right job. Provide an open environment.
* Communicate openly and clearly about what's expected of employees at every level - your vision, priorities, success measures, etc.
* Get to know employees' interests, goals, stressors, etc. Show an interest in their well-being and do what it takes enable them to feel more fulfilled and better balanced in work and life.
* Celebrate individual, team and organizational successes. Catch employees doing something right, and say "Thank you."
* Be consistent in your support for engagement initiatives. If you start one and then drop it, your efforts may backfire. There's a strong connection between employees' commitment to an initiative and management's commitment to supporting it.
Organizations that believe in increasing employee engagement levels focus on:
1. Culture: It consists of a foundation of leadership, vision, values, effective communication, a strategic plan, and HR policies that are focused on the employee.
2. Continuous Reinforcement of People-Focused Policies: Continuous reinforcement exists when senior management provides staff with budgets and resources to accomplish their work, and empowers them.
3. Meaningful Metrics: They measure the factors that are essential to the organization’s performance. Because so much of the organization’s performance is dependent on people, such metrics will naturally drive the people-focus of the organization and lead to beneficial change.
4. Organizational Performance: It ultimately leads to high levels of trust, pride, satisfaction, success, and believe it or not, fun.
Performance And Engagement
Increasing employee engagement
* Provide variety: Tedious, repetitive tasks can cause burn out and boredom over time. If the job requires repetitive tasks, look for ways to introduce variety by rotating duties, areas of responsibility, delivery of service etc.
* Conduct periodic meetings with employees to communicate good news, challenges and easy-to-understand company financial information. Managers and supervisors should be comfortable communicating with their staff, and able to give and receive constructive feedback.
* Indulge in employee deployment if he feels he is not on the right job. Provide an open environment.
* Communicate openly and clearly about what's expected of employees at every level - your vision, priorities, success measures, etc.
* Get to know employees' interests, goals, stressors, etc. Show an interest in their well-being and do what it takes enable them to feel more fulfilled and better balanced in work and life.
* Celebrate individual, team and organizational successes. Catch employees doing something right, and say "Thank you."
* Be consistent in your support for engagement initiatives. If you start one and then drop it, your efforts may backfire. There's a strong connection between employees' commitment to an initiative and management's commitment to supporting it.
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