Posted in Something Borrowed!

WHY EMPLOYEES LEAVE ORGANISATIONS

Every company normally faces one common problem of high employee turnout ratio. People are leaving the company for better pay, better profile or simply for just one reason’ pak gaya ‘. This article might just throw some light on the matter…… After reading it’ I realised how true the subjectline of this mail is.

Early this year, Arun, an old friend who is a senior software designer, got an offer from a prestigious international firm to work in its India operations developing specialized software. He was thrilled by the offer. He had heard a lot about the CEO of this company, charismatic man often quoted in the business press for his visionary attitude.

The salary was great. The company had all the right systems in place employee-friendly human resources (HR) policies, a spanking new office, and the very best technology, even a canteen that served superb food. Twice
Arun was sent abroad for training. “My learning curve is the sharpest it’s ever been,” he said soon after he joined. “It’s a real high working with such cutting edge technology.” Last week, less than eight months after he joined, Arun walked out of the job.

He has no other offer in hand but he said he couldn’t take it anymore. Nor, apparently, could several other people in his department who have also quit recently. The CEO is distressed about the high employee turnover. He’s
distressed about the money he’s spent in training them. He’s distressed because he can’t figure out what happened.

Why did this talented employee leave despite a top salary? Arun quit for the same reason that drives many good people away. The answer lies in one of the largest studies undertaken by the Gallup Organization. The study
surveyed over a million employees and 80,000 managers and was published in a book called First Break All The Rules.

It came up with this surprising finding: If you’re losing good people, look to their immediate supervisor. More than any other single reason, he is the reason people stay and thrive in an organization. And he’s the reason why
they quit, taking their knowledge, experience and contacts with them. Often, straight to the competition.

“People leave managers not companies,” write the authors Marcus Buckingham and Curt Coffman. “So much money has been thrown at the challenge of keeping good people – in the form of better pay, better perks and better
training – when, in the end, turnover is mostly manager issue.” If you have a turnover problem, look first to your managers. Are they driving people away?

Beyond a point, an employee’s primary need has less to do with money, and more to do with how he’s treated and how valued he feels. Much of this depends directly on the immediate manager. And yet, bad bosses seem to
happen to good people everywhere. A Fortune magazine survey some years ago found that nearly 75 per cent of employees have suffered at the hands of difficult superiors. You can leave one job to find – you guessed it,
another wolf in a pin-stripe suit in the next one.

Of all the workplace stressors, a bad boss is possibly the worst, directly impacting the emotional health and productivity of employees.

HR experts say that of all the abuses, employees find public humiliation the most intolerable. The first time, an employee may not leave, but a thought has been planted. The second time, that thought gets strengthened.

The third time, he starts looking for another job. When people cannot retort openly in anger, they do so by passive aggression. By digging their heels in and slowing down. By doing only what they are told to do and no more. By omitting to give the boss crucial information.

Dev says: “If you work for a jerk, you basically want to get him into trouble. You don’t have your heart and soul in the job.” Different managers can stress out employees in different ways – by being too controlling, too suspicious, too pushy, too critical, but they forget that workers are not fixed assets, they are free agents. When this goes on too long, an employee will quit – often over seemingly trivial issue.

It isn’t the 100th blow that knocks a good man down. It’s the 99 that went before. And while it’s true that people leave jobs for all kinds of reasons- for better opportunities or for circumstantial reasons, many who leave would have stayed – had it not been for one man constantly telling them, as Arun’s boss did: “You are dispensable. I can find dozens like you.” While it seems like there are plenty of other fish especially in today’s waters, consider for a moment the cost of losing a talented employee.

There’s the cost of finding a replacement. The cost of training the replacement. The cost of not having someone to do the job in the meantime. The loss of clients and contacts the person had with the industry. The loss of morale in co-workers. The loss of trade secrets this person may now share with others.

Plus, of course, the loss of the company’s reputation. Every person who leaves a corporation then becomes its ambassador, for better or for worse. We all know of large IT companies that people would love to join and large
television companies few want to go near. In both cases, former employees have left to tell their tales. “Any company trying to compete must figure out a way to engage the mind of every employee,” Jack Welch of GE once
said. Much of a company’s value lies “between the ears of its employees”.

If it’s bleeding talent, it’s bleeding value.

Unfortunately, many senior executives busy traveling the world, signing new deals and developing a vision for the company, have little idea of what may be going on at home.
That deep within an organization that otherwise does all the right things, one man could be driving its best people away.

by Mr. Azim Premji’s-Tek-Excel Electronica Pvt Ltd, Mumbai, India

 

Posted in Something Borrowed!

LEADERSHIP LESSONS FROM JACK WELCH- BY ARACHNA

Jack Welch was born on 19th November,1935 in Salem, Massachusetts, USA. He was the only child born to his parents. An avid sports enthusiast as a child, he credits the lessons he learned in a scrappy place called the “pit” with forging his leadership skills. He later graduated from The University Of Massachusetts at Amherst, and after graduation went on to the University Of Jelinois, where he received a Master’s degree and a Doctrate in Chemical Engineering.

JACK WELCH AT GENERAL ELECTRIC

In 1960, Jack Welch joined General Electrics in the Plastics Division in Pittsfield, Massachusetts, USA, where he formed his leadership ideas. He earned a descent salary of 10500 US dollars. Despite working in a very exciting and fast paced environment, but because of too much bureaucracy prevailing in the organisation, he almost quit the job in 1961. But as he received an increase in the salary to 11500 US dollars he removed the resignation thought.
Because of his good work in 8 years, in 1968, Jack Welch was made the company’s youngest General Manager at the age of 33.

In 1980, General Electric announced the name of it’s 8th Chief Executive Officer : 45 year old – John Francis Welch (Jack Welch).
Giving Birth To A New Paradigm
In his 20 years of work at the C.E.O level, he launched several sweeping initiatives that affected every aspect of General Electric’s origin.

PRINCIPLES OF JACK WELCH AT GENERAL ELECTRIC

1. Act like a leader, not like a manager
2• Embrace change, Don’t fear it:

Jack Welch, the tomorrow driven leader loved change.

Change keeps everyone alert and on their toes. It’s a big part of the reality of business. Take the business environment – it is constantly changing: new competitors, products. Any business that ignores this fact is doomed to collapse. Jack Welch never stopped re-arranging the G.E. agenda. The goal may be the same, never ending growth but he said that the tools and methods were constantly changing. He encouraged his colleagues to never stop thinking about the need for change. Only through change- “massive change” could G.E. win and Jack Welch firmly believed in winning.

In 1995, Welch took a bold step, launching a company wide initiative to improve the quality of G.E.’s product and processes.
On December 12, 1995, G.E. purchased RCA, the communication giant, which includes the NBC Telecommunication Network, together found a new corporate power, placing it 7th in Fortune 500.In June1987, G.E. merged with Thompson SA in Electricals division.

Stop managing, start leading and cultivate managers:

He disliked the notion of management. Most managers in his view over- managed. Those who over managed helped to create a bureaucratic environment, which according to Welch, kills large companies. He decided that G.E.’s leaders had to change their management styles i.e. too much controlling and monitoring .The only way to last at G.E. was to get on board, to become a lean leader, to adapt oneself to the company’s value and culture.

Face reality and then act decisively:

Welch believed that whether in business or in life, those who are able to acknowledge truth are usually successful. Most of Welch’s business philosophy is based on the simple premise that it is better to own up to reality than to bury one’s head in the sand.

In Oct 1981, six months after he became chairman and C.E.O, Welch wasted no time in spelling out his revolutionary plan for a new G.E. to 120 corporate offices of the company. In short G.E.’s employees were going to stare reality in the face and acknowledge it.
The first reality observed by Jack Welch was the rising competition from the foreign companies. So he thought critical to reduce the size of G.E.’s workforce and get rid of business that had been long a burden to the company and the first step he took was scrapping G.E.’s House-wares business.

Be simple, be consistent and hammer your message home:

Jack Welch has always believed in being simple, relentless consistency and follow up on everything. Welch’s consistency has indeed helped to revive General Electric and remake it into one of the most competitive companies.

Building the market- Leading Company:

Be No1 or No2 but don’t narrow your market:
To make General Electric more competitive, Jack Welch developed a strategy that required all G.E. businesses to be either 1st or 2nd in their field. He was convinced that inflation would become the most prominent enemy in 1980’s leading to slower worldwide growth. Therefore, he always insisted upon being the No1 or No2 leanest, lowest-cost worldwide producers of quality goods and services or have a technological edge.He always believed in the surprise move i.e. the bold play. He was confident that General Electric would prosper if he acquires and divests companies and remained focussed.

Fix, close or sell:

In the early 90’s, NBC Telecommunication Company, which was acquired by General Electric in the 80’s was facing very difficult to compete with the other US competitors, Welch decided to fix NBC with a series of quick and clever decisions. Jack Welch and the then President of NBC Mr. Bob Wright, decided to replace current managers with more business-minded entreprenual leaders. Once this was in place, both were confident that NBC could indeed be “fixed”.

Don’t focus on the numbers:

Jack Welch’s philosophy was that numbers aren’t the vision, numbers are the product and he never used to talk about numbers. The three measurements he believed to live by would be employee satisfaction, customer satisfaction and cash flow.

Sharing ideas across business:

Jack Welch said that G.E.’s core competency was sharing ideas across businesses, across what he called the boundary-less organisation and that the company viewed itself as a laboratories that shared ideas, financial resources and managers. Be an open learning organisation. An idea can be from any source. So, we will search the globe for ideas. We will share what we know from others to get what they know.

Forging the boundaryless organisation

Get rid of the managers, get rid of the bureaucracy:
When Jack Welch took over G.E. in early 80’s, it appeared to be one of the strongest companies in the USA. He wanted to make the company more competitive. At that time, no other American business leader was prepared to do what Jack Welch did. He became the pioneer of “Downsizing”. He believed that a vast, bloated bureaucracy had grown up at G.E. and it was chocking initiative and enthusiasm. Jack Welch successfully cut down G.E.’s vaunted bureaucracy.

Be lean and agile like a small company:

Jack Welch believed that to survive in an increasingly competitive environment, large companies like G.E. must stop behaving and thinking like large companies. They should get lean, agile and start thinking like a small company. At first, he dealt with those layers of management that he believed, were clogging the G.E. machine. Thus, he removed the entire 2nd and 3rd levels of management- the sectors and the groups.
The new arrangement proved very clean, simple and effective.After this arrangement, people in the organisation could communicate well. They move fast as they knew the penalties for hesitation in the market place.

Tear down the boundaries and use the brains of every worker:

Jack Welch felt that there were far too many boundaries within General Electric such as:

Management Layers ,Engineering and marketing people ,G.E. and its customers ,G.E. and the whole outside community
Boundarylessness, for Welch defines G.E. as an open, informal company whose employees can move swiftly and effortlessly and where they can connect to the outside world just as quickly and effectively.

In 1989 he designed a 10-year program called “WORK-OUT”, wherein workers were given freedom to share their views with their managers. Through this program, Jack Welch gave the employees the right and responsibility to come up with their own idea for solving problems. The main idea was to remove the “boss element” from G.E. The goal was to give everyone a say in the way the organisation was managed- to keep bosses from dictating every step in the decision making process. By getting more involvement on the side of the employees, Welch argued that they would be helping to strengthen G.E.’s businesses and healthy growing businesses were the best guarantee for job security.

Push Service and globalization for Double digit Growth

Jack Welch always thought of growing G.E.’s business. In the past, G.E.’s manufacturing business consisted of light bulbs, home appliances, etc, which were the primary growth engines. Jack Welch brought the growth of G.E. Capital Services and the acquisition of NBC Telecommunication Network into a new diversified company. G.E. Capital Services earned 4$billion in 1996 and NBC earned 95$ billion in 1996.
Jack Welch also brought growth in the financial services category as he made G.E. Capital from a small company into a company having 27 businesses out of which 19 had double digit growth. After this more than 60% of the revenues of General Electric came from services.
Jack Welch saw globalisation as a new reality and as a great opportunity for G.E. So in 1980, Jack Welch bought 2 strategic businesses, Plastics and Aircraft Engines to service the global market. Between 1985-95, revenues from overseas operation increased from 20% to 38% of total G.E.’s revenues. In 1987, he launched a global revolution when he acquired a French Company specialising in medical imaging “Thompson”.

Jack Welch knew that to grow at a double-digit rate, General Electric would have to make significant pushes in Europe & Japan. In the first half of 2000, G.E. became the first company to shatter the 600$ billion barrier before settling back at a level below 500$billion. In 1999, Welch launched the E-initiative business within General Electric which would soon be felt at every level in the company.

Drive quality through the organisation

In early 80’s and 90’s when G.E. bench marked itself with other companies like Motorola, Texas Instruments, H.P. and Xerox, it became clear that there was much room for improving quality of G.E. ’s products and services. He stressed on improving speed, productivity and getting employees and suppliers more involved in the company.

In 1995, Jack Welch empowered the concept of “SIXTH SIGMA”. He put in place another initiative that would transform the company. Products and Services was G.E.’s crusade to generate revenues from the consumers. Within 5 years of empowering “SIXTH SIGMA” in the company it’s revenues from services doubled, nearly reaching 17$ billion in 2000.

Jack Welch adapted “Sixth Sigma” within the company to achieve quality improvement in business processes which in turn entails the formation of a project team.
His 4 step process for achieving this was called as “MAIC” which included :

1. Measure|2. Analyse|3. Improve|4. Control

MESSAGES TO BUSINESS LEADERS

1. Business is simple.

2. Don’t make it overly complicated.

3. Face reality.

4. Don’t be afraid of change.

5. Fight bureaucracy.

6. Use the brains of your workers.

7. Discover who has the best ideas and put those ideas into practice.

It is the last message i.e. the management secret that Jack Welch captivates the most today i.e. Learn, Learn, Learn and Keep Learning.

Conclusion

Jack Welch is America’s most role modeled idol. He is recognized as a guru of management. He had the zeal and the optimism of a winning football coach: exciting, remarkable, staggering and incredible. It was clear from the day he took the company that he planned to launch a revolution at G.E. He wasted no time in executing his plans.

He made General Electric leaner, tougher, more competitive with fewer people, fewer business units and fewer management. He lead a series of revolutions at General Electric, seeking to recast a highly bureaucratic, labour- intensive corporate giant into a highly productive machine that would function with the speed and simplicity of a small entrepreneurial company.

Leadership lessons of Jack Welch, America’s most successful C.E.O, 
28th November 2006 From India, Delhi

Posted in Something Borrowed!

Job Hopping -Interesting Article By Chairman Of Tata Sons

There are never better pastures – only other pastures!
Move from one job to another, but only for the right reasons

It’s yet another day at office. As I logged on to the marketing and advertising sites for the latest updates, as usual, I found the headlines dominated by ‘who’s moving from one company to another after a short stint’, and I wondered, why are so many people leaving one job for another? Is it passed now to work with just one company for a sufficiently long period?

Whenever I ask this question to people who leave a company, the answers I get are: “Oh, I am getting a 200% hike in salary”; “Well, I am jumping three levels in my designation”; “Well, they are going to send me abroad in six months”.

Then, I look around at all the people who are considered successful today and who have reached the top – be it a media agency, an advertising agency or a company. I find that most of these people are the ones who have stuck to the company, ground their heels and worked their way to the top.

And, as I look around for people who changed their jobs constantly, I find they have stagnated at some level , in obscurity!
In this absolutely ruthless, dynamic and competitive environment, there are still no short cuts to success or to making money. The only thing that continues to pay, as earlier, is loyalty and hard work. Yes, it pays! Sometimes, immediately, sometimes after a lot of time. But, it does pay.

Does this mean that one should stick to an organization and wait for that golden moment? Of course not. After a long stint, there always comes a time for moving in most organizations, but it is important to move for the right reasons, rather than superficial ones, like money, designation or an overseas trip. Remember, no company recruits for charity.

More often than not, when you are offered an unseemly hike in salary or designation that is disproportionate to what that company offers it current employees, there is always unseen bait attached.

The result? You will, in the long-term, have reached exactly the same levels or maybe lower levels than what you would have in your current company.

A lot of people leave an organization because they are “unhappy”. What is this so-called-unhappiness? I have been working for donkey’s years and there has never been a day when I am not unhappy about something in my work environment-boss, rude colleague, fussy clients etc.

Unhappiness in a workplace, to a large extent, is transient. If you look hard enough, there is always something to be unhappy about. But, more importantly, do I come to work to be “happy” in the truest sense?
If I think hard, the answer is “No”. Happiness is something you find with family, friends, may be a close circle of colleagues who have become friends.

What you come to work for is to earn, build a reputation, satisfy your ambitions, be appreciated for your work ethics, face challenges and get the job done.

So, the next time you are tempted to move, ask yourself why are you moving and what are you moving into?

Some questions are:

* Am I ready and capable of handling the new responsibility? If yes, what could be the possible reasons my current company has not offered me the same responsibility?

* Who are the people who currently handle this responsibility in the current and new company? Am I as good as the best among them?

* As the new job offer has a different profile, why have I not given the current company the option to offer me this profile?

* Why is the new company offering me the job? Do they want me for my skills, or is there an ulterior motive?

An honest answer to these will eventually decide where you go in your career- to the top of the pile in the long term (at the cost of short-term blips) or to become another average employee who gets lost with time in the wilderness?

“DESERVE BEFORE YOU DESIRE”

– Dr. Gopalkrishnan, Chairman TATA Sons.
26th November 2005 From India, Mumbai

Posted in Something Borrowed!

Common Errors in CVs

cv writingEvery time  you make an error you give the recruiter a reason to eliminate you from  possible consideration of the job you are applying for. It is important to pay attention to the details in your CV.

The following are the most common errors found in cvs:

  1. Length: the number of pages on your cv are either too many  or too few as per the instructions given,there are recruiters who give specific instructions. An okey number is 3-4 pages based on your experience but the 4th page been that of  your referees.
  2. Grammatical errors: Misspellings, incorrect grammar and wording,make use of  the internet google search or word-web which is compatible on Pc and as a phone application to help you have an error free cv.  https://wordweb.info/free/
  3. Unexplained time gaps: there are times when a contract or job ended unexpectedly,don’t exaggerate dates,make a decision if you want to include that period of working or whether you want to verbally explain when invited for an interview.
  4. Photos: Unless you have been asked to include the photo or are applying for an airline job,avoid including photos and personal information that is not required
  5. Poor format and appearance: wrong formatting( not attractive or presentable) and lack of chronological order in listing your qualifications is just another reason to have the recruiter  eliminate your cv.
  6. Contradicting information: When you add information that does not add up for example you indicate the same period of working for two different organizations would easily to translate that you were working in two organisations at the same,which is almost impossible or you are in breaching the policy of conflict of interest.
  7. Repetition: Using different words to mean the same thing instead of being brief to the point.
  8. Dates Omission: It is impossible to have taken part in learning or working without specific dates in place. Leaving out dates creates the impression that you may be hiding information
  9. One size fits all CV:Having one standard version of your CV that you send to every prospective employer can be a quick elimination. Professionals in the same field tend to network a lot and sometimes even share CVs, Imagine if its the same unedited cv making its rounds in the recruitment arena.
  10. Unprofessional email address:  e.g. crazyfunky@,xema@, xaxa@ this kind of addresses go to show you are not serious or are not able to draw
  11. Abbreviations: use of abbreviations that are not professionally and universally recognized.

Please  remember to pay close attention to your CV, it is your job ticket.

 

Posted in Something Borrowed!

Professionalism 1.2

professionalism

Having written on Professionalism earlier, I came across a great article by Shailendra Deshpande which I will borrow from.

Basically a job doesn’t make you a professional, but your attitude does. Without the right approach to this important issue, your customers, colleagues, and managers won’t see you as a professional, no matter what you think about yourself.

The greatest misconception about professionalism is probably the notion that professionalism is all about money.”There are lots of people who think ‘I’m getting paid, so that makes me a professional.’ But that just isn’t the case. It takes a lot more than compensation to make someone a professional, no matter your kind of job or pay you earn.

Professionalism is nothing about money, many people believe that credentials such as diplomas, degrees, and specialized certifications contribute to professionalism. While credentials can help, they don’t mean that you are professional if you don’t know how to act.

For example a certified repairman who comes to your home to fix a broken sink or pipe, but treats you rudely or leaves a big mess in your house, you probably won’t think of him as a professional.

In reality “professionalism is attitude”. Like other skills it is learnt and developed by practice and practice only.Whatever your position, if you behave the way people expect a professional to behave, you’ll be accepted and treated like one.

Older employees and managers will tell you that professionalism is a matter of attitude and behaviour  It is knowing how to do your job, most importantly demonstrating a willingness to learn, cooperating and getting along with others, avoiding behaviours that cause trouble at the workplace, showing respect and living up to your commitments.

The easiest method is to pay attention to your own behaviour at work as well as the way others behave. Whom do you see as real professionals? How does your behaviour differ from theirs?  Take notice of your colleagues who are most respected and whose work or opinions are most valued by others, then follow their habits.

Your managers will take you more seriously if you behave the way they expect you to on the job, otherwise, you’re less likely to be considered for promotions or important assignments. It’s the people who exhibit amateurish behaviour who spend their career at the bottom of the company for years…..