Listen and respect.
It is likely that line managers will have different views and attitudes towards taking on the more transactional elements of HR tasks. However, this does not mean their views are any less important. Taking the time to properly listen and provide a platform for discussion will help build an effective working relationship. If line managers feel their views are taken on board, they will have a greater buy-in to new challenges.
From India, Madras
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192It is likely that line managers will have different views and attitudes towards taking on the more transactional elements of HR tasks. However, this does not mean their views are any less important. Taking the time to properly listen and provide a platform for discussion will help build an effective working relationship. If line managers feel their views are taken on board, they will have a greater buy-in to new challenges.
From India, Madras
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Good evening, Bharathi.
Please accept my sincere appreciation for this nice initiative you have taken. Just like the daily contributions by Mr. AVS, "Did You Know" by Mr. Arun, and the stories and quotes by Mr. CRK, your thread should also come daily.
Your interest in imparting knowledge to the members is highly appreciated, and please continue sharing knowledge with all our members.
All the best, and God bless you, dear.
From India, Kumbakonam
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Please accept my sincere appreciation for this nice initiative you have taken. Just like the daily contributions by Mr. AVS, "Did You Know" by Mr. Arun, and the stories and quotes by Mr. CRK, your thread should also come daily.
Your interest in imparting knowledge to the members is highly appreciated, and please continue sharing knowledge with all our members.
All the best, and God bless you, dear.
From India, Kumbakonam
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Today's HR tips on Support:
Make sure the HR department is there to support its managers when needed, and more importantly, make sure line managers know HR is there to support them! It may seem obvious, but regular training is essential to ensure managers are confident and up to date with their responsibilities. Even after training, it is essential that HR is available to answer questions. Setting up a dedicated email address and/or phone number will provide a clear support system for line managers.
From India, Madras
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Make sure the HR department is there to support its managers when needed, and more importantly, make sure line managers know HR is there to support them! It may seem obvious, but regular training is essential to ensure managers are confident and up to date with their responsibilities. Even after training, it is essential that HR is available to answer questions. Setting up a dedicated email address and/or phone number will provide a clear support system for line managers.
From India, Madras
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Very right, Bharathi. If we, HR people, can position ourselves in the minds of line managers/production staff as being there to support them and not just administer, nothing can be a bigger motivation than this.
Recently, our GM told us, "Ground staff/production staff are the reason for our existence. We must be supportive of them." :)
From India, Karnal
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Recently, our GM told us, "Ground staff/production staff are the reason for our existence. We must be supportive of them." :)
From India, Karnal
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Todays tips on : Make HR’s role and contribution clear.
It is often hard to see a visible benefit in HR transforming itself into a strategic function and repeatedly many managers feel they are just being given more work to do without understanding the benefits to the business.Explain the role of HR as a strategic partner and showcase the benefits that it can bring to your organisation. Provide examples of how HR can add value to the business on a strategic level now that it has moved away from tactical activities.
From India, Madras
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It is often hard to see a visible benefit in HR transforming itself into a strategic function and repeatedly many managers feel they are just being given more work to do without understanding the benefits to the business.Explain the role of HR as a strategic partner and showcase the benefits that it can bring to your organisation. Provide examples of how HR can add value to the business on a strategic level now that it has moved away from tactical activities.
From India, Madras
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Dear Bharathi,
Really a nice tip of the day! To cope with the latest changes and advancements, HR professionals have to engage in transformations. One of the greatest challenges for today's human resources professionals is to move beyond merely performing administrative functions and to become strategic partners.
Thank you.
From India, Karnal
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Really a nice tip of the day! To cope with the latest changes and advancements, HR professionals have to engage in transformations. One of the greatest challenges for today's human resources professionals is to move beyond merely performing administrative functions and to become strategic partners.
Thank you.
From India, Karnal
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Today's HR tip is to appraise your staff regularly. An effective appraisal system should allow for realistic but challenging objectives. There should also be interim reviews to ensure objectives have not changed and to provide an opportunity to identify training and development needs. Consider who is best placed to carry out the reviews - in some cases, it may be more appropriate to use a middle manager.
From India, Madras
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From India, Madras
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Nice tip, Bharathi. If the appraisal system is effective in an organization, then the attrition rate will be nil or less. The outstanding performers will be retained, and the average performers will also try to reach the outstanding level, leading to a win-win strategy.
Thanks for your tips, Bharathi, and keep on sharing.
From India, Kumbakonam
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Thanks for your tips, Bharathi, and keep on sharing.
From India, Kumbakonam
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HR Tip of the Day: Create a culture of good leavers. Hold exit interviews, particularly for key staff, which will help you identify any problems going forward. The aim is to create a culture of "good leavers": this is the type of person who will flag up any problems beforehand, tell you about concerns with work, and once they've left, will not say negative things about the company.
From India, Madras
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From India, Madras
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Dear Bharathi,
For the people leaving the company, there must be an exit interview in which the HR must also take part. It is the duty of the HR to find out the actual reason for leaving the company. The exit interview procedures must periodically be reviewed, and the analysis report must be brought to the notice of the Top Management so that any problems may be sorted out for the existing employees, making them feel comfortable in the workplace.
Furthermore, the people leaving the company must also feel that their grievances have been heard by the company. If the company clears the outgoing people without much hindrance, then there will not be any ill feeling in the minds of the resigned staff, which will help maintain the rapport of the company too.
Thanks for sharing and teaching us the HR tips, Bharathi.
All the best.
From India, Kumbakonam
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For the people leaving the company, there must be an exit interview in which the HR must also take part. It is the duty of the HR to find out the actual reason for leaving the company. The exit interview procedures must periodically be reviewed, and the analysis report must be brought to the notice of the Top Management so that any problems may be sorted out for the existing employees, making them feel comfortable in the workplace.
Furthermore, the people leaving the company must also feel that their grievances have been heard by the company. If the company clears the outgoing people without much hindrance, then there will not be any ill feeling in the minds of the resigned staff, which will help maintain the rapport of the company too.
Thanks for sharing and teaching us the HR tips, Bharathi.
All the best.
From India, Kumbakonam
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Very True Bharathi :) Exit interviews are seen by existing employees as a sign of positive culture. thnx
From India, Karnal
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From India, Karnal
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HR Tip of the Day: EMPLOYEE PERFORMANCE: To get the best results from employees, give them the opportunity to develop their self-efficacy by allowing them to build their skills through training and practice.
From India, Madras
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From India, Madras
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Yeah Bharathi.
Along with training for the employee, one must get an opportunity to work on the subject in which they have been trained. Only then can the employee gain more knowledge in that area. Training alone will not serve the purpose.
Nice sharing, dear. Keep on sharing.
From India, Kumbakonam
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Along with training for the employee, one must get an opportunity to work on the subject in which they have been trained. Only then can the employee gain more knowledge in that area. Training alone will not serve the purpose.
Nice sharing, dear. Keep on sharing.
From India, Kumbakonam
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I do agree with you, B. Maru and Bhaskar.
A simple mantra about the 'training' is: Train Lavishly. I wish to share with you here a good PPT by Ms. Chitra Krishnan, which is extensive but useful to all HR practitioners. [Training & Development Ppt Presentation](http://authorstream.com) *[link updated to site home]* ([Search On Cite](https://www.citehr.com/results.php?q=Training Development Ppt Presentation) | [Search On Google](https://www.google.com/search?q=Training Development Ppt Presentation))
Thanks for your tips.
AVS
From India, Madras
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A simple mantra about the 'training' is: Train Lavishly. I wish to share with you here a good PPT by Ms. Chitra Krishnan, which is extensive but useful to all HR practitioners. [Training & Development Ppt Presentation](http://authorstream.com) *[link updated to site home]* ([Search On Cite](https://www.citehr.com/results.php?q=Training Development Ppt Presentation) | [Search On Google](https://www.google.com/search?q=Training Development Ppt Presentation))
Thanks for your tips.
AVS
From India, Madras
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Regarding Notice Period
For employees, the details of the notice period will normally be available in the Offer of Employment or Appointment Letter issued to the employees.
For workers engaged in construction, manufacturing, mining, shops, commercial establishments, textile industries, etc. (covered under the ID Act), they will be governed by the ID Act. IT company workers are also covered under the Shops and Commercial Establishment Act, hence they will fall under the purview of the ID Act.
From India, Kumbakonam
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For employees, the details of the notice period will normally be available in the Offer of Employment or Appointment Letter issued to the employees.
For workers engaged in construction, manufacturing, mining, shops, commercial establishments, textile industries, etc. (covered under the ID Act), they will be governed by the ID Act. IT company workers are also covered under the Shops and Commercial Establishment Act, hence they will fall under the purview of the ID Act.
From India, Kumbakonam
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Dear Bharathi,
Normally, the IT field is a highly paid industry. Therefore, the employees cannot be covered under the ID Act, and they are not within the purview of workers. The notice period details will be available in their offer of employment/appointment letter or in the HR policies of the concerned company. However, the aggrieved employee can approach the court of law by filing a civil suit.
From India, Kumbakonam
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Normally, the IT field is a highly paid industry. Therefore, the employees cannot be covered under the ID Act, and they are not within the purview of workers. The notice period details will be available in their offer of employment/appointment letter or in the HR policies of the concerned company. However, the aggrieved employee can approach the court of law by filing a civil suit.
From India, Kumbakonam
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Hey! Firstly, thanks for a good HR tip.
Secondly, regarding the notice period, I don't have much idea about the IT industry. In our case (manufacturing facility covered under the ID Act), the notice period is 15 days during the probation period and 1 month after confirmation by either party or salary in lieu of that. In the case of top management positions, it can be up to 3 months.
From India, Karnal
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Secondly, regarding the notice period, I don't have much idea about the IT industry. In our case (manufacturing facility covered under the ID Act), the notice period is 15 days during the probation period and 1 month after confirmation by either party or salary in lieu of that. In the case of top management positions, it can be up to 3 months.
From India, Karnal
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HR Tip of the Day: Timing of communications: When you are trying to communicate with any audience, timing is vital. Don’t try to communicate with your line managers during the busiest time for the business because it is unlikely you will be heard. Pick your moments to communicate carefully!
From India, Madras
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From India, Madras
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HR Tip of the Day: Give praise: This may sound obvious but it’s important for line managers to feel valued in the role. If your line managers have implemented a new policy successfully, engaged employees effectively, or are just are just doing a good job, make sure you tell them!
From India, Madras
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From India, Madras
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Timely Communication, As the majority of managerial cadres work based on their mood, we must always consider factors such as their mood, free time, and stress levels for effective communication. Otherwise, it will be of no use.
Give Praise, It is essential to give praise for good work and to also be open to receiving praise. Acknowledging good work acts as a motivating factor and can lead to increased productivity.
Thanks for sharing Bharathi.
From India, Kumbakonam
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Give Praise, It is essential to give praise for good work and to also be open to receiving praise. Acknowledging good work acts as a motivating factor and can lead to increased productivity.
Thanks for sharing Bharathi.
From India, Kumbakonam
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Dear Pranavi,
Please find the links for the following threads:
- Daily contribution by Mr. AVS: https://www.citehr.com/355324-daily-...#axzz1W7Guul3s
- Amazing Quotes by Mr. CRK: https://www.citehr.com/312447-amazin...#axzz1W7Guul3s
- Stories... Stories... Stories by Mr. CRK: https://www.citehr.com/311518-storie...#axzz1W7Guul3s
- Did you Know by Mr. Arun: http://citehr.com#axzz1W7Guul3s
You can regularly follow these threads and post your comments, which will be a motivating factor for the posters.
All the best.
From India, Kumbakonam
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Please find the links for the following threads:
- Daily contribution by Mr. AVS: https://www.citehr.com/355324-daily-...#axzz1W7Guul3s
- Amazing Quotes by Mr. CRK: https://www.citehr.com/312447-amazin...#axzz1W7Guul3s
- Stories... Stories... Stories by Mr. CRK: https://www.citehr.com/311518-storie...#axzz1W7Guul3s
- Did you Know by Mr. Arun: http://citehr.com#axzz1W7Guul3s
You can regularly follow these threads and post your comments, which will be a motivating factor for the posters.
All the best.
From India, Kumbakonam
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Dear Mr. AVS,
Here, giving feedback, comments, replies, etc., in a thread is equivalent to the applause of the mob for the stage performers, which is more than the rewards and money they receive. I have provided the daily motivational and knowledge-sharing thread links, which will be useful for everyone in the forum as guidance for our member, Pranavi.
Anyhow, you are most welcome, Mr. AVS.
From India, Kumbakonam
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Here, giving feedback, comments, replies, etc., in a thread is equivalent to the applause of the mob for the stage performers, which is more than the rewards and money they receive. I have provided the daily motivational and knowledge-sharing thread links, which will be useful for everyone in the forum as guidance for our member, Pranavi.
Anyhow, you are most welcome, Mr. AVS.
From India, Kumbakonam
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Dealing with Toxic Boss
Employee Engagement “Employees don’t leave their company—they leave their boss” says the author of a recent Florida State University study of 700 workers. The study revealed that many employees believe their supervisors don’t give credit when it’s due, gossip about them behind their backs, and don’t keep their word. This is costing companies millions of dollars in unnecessary employee turnover costs such as the time and energy spent on recruitment and training new employees!
Among the findings of the study, the following were reported by participants:
1.39 percent: Their supervisor failed to keep promises.
2.37 percent: Their supervisor failed to give credit when due.
3.31 percent: Their supervisor gave them the “silent treatment” in the past year.
4.27 percent: Their supervisor made negative comments about them to other employees or managers.
5.24 percent: Their supervisor invaded their privacy.
6.23 percent: Their supervisor blames others to cover up mistakes or minimize embarrassment.
So here is today’s Daily HR Tip. Four tips for employees who want to deal more effectively with a toxic boss:
1.Don’t take it personally. It’s difficult to understand how someone can be mean spirited, unprofessional, or even abusive. But if you try to understand your boss’s perspective it may help you cope with the behavior more effectively. And realize it’s not about you—people who are abusive are almost always that way with others, too.
2.Draw a line. When a behavior is clearly inappropriate or abusive, stand up for yourself. At some point, no job is worth being harassed or abused. And you may find standing up does not cost you your job—it has a good chance of ending, or at least reducing, the poor treatment.
3.Don’t sabotage. If you take revenge, you become part of the problem.
4.Be patient and take notes. We’re not suggesting a palace coup to unseat your boss—that strategy can go very wrong—but you may find it useful to have notes at your disposal should the boss shine the spotlight on you.
************************************************** ****
AVS
From India, Madras
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Employee Engagement “Employees don’t leave their company—they leave their boss” says the author of a recent Florida State University study of 700 workers. The study revealed that many employees believe their supervisors don’t give credit when it’s due, gossip about them behind their backs, and don’t keep their word. This is costing companies millions of dollars in unnecessary employee turnover costs such as the time and energy spent on recruitment and training new employees!
Among the findings of the study, the following were reported by participants:
1.39 percent: Their supervisor failed to keep promises.
2.37 percent: Their supervisor failed to give credit when due.
3.31 percent: Their supervisor gave them the “silent treatment” in the past year.
4.27 percent: Their supervisor made negative comments about them to other employees or managers.
5.24 percent: Their supervisor invaded their privacy.
6.23 percent: Their supervisor blames others to cover up mistakes or minimize embarrassment.
So here is today’s Daily HR Tip. Four tips for employees who want to deal more effectively with a toxic boss:
1.Don’t take it personally. It’s difficult to understand how someone can be mean spirited, unprofessional, or even abusive. But if you try to understand your boss’s perspective it may help you cope with the behavior more effectively. And realize it’s not about you—people who are abusive are almost always that way with others, too.
2.Draw a line. When a behavior is clearly inappropriate or abusive, stand up for yourself. At some point, no job is worth being harassed or abused. And you may find standing up does not cost you your job—it has a good chance of ending, or at least reducing, the poor treatment.
3.Don’t sabotage. If you take revenge, you become part of the problem.
4.Be patient and take notes. We’re not suggesting a palace coup to unseat your boss—that strategy can go very wrong—but you may find it useful to have notes at your disposal should the boss shine the spotlight on you.
************************************************** ****
AVS
From India, Madras
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HR Tip of the Day: Job Rotation for Employee Motivation:
Look for opportunities in your organization to introduce job rotation as a way of maintaining employee motivation and providing cross-trained, more flexible employees. Focus initially on jobs that have a high level of repetitive work but be prepared for some short-term downsides, such as more time spent in training and answering employee questions.
From India, Madras
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Look for opportunities in your organization to introduce job rotation as a way of maintaining employee motivation and providing cross-trained, more flexible employees. Focus initially on jobs that have a high level of repetitive work but be prepared for some short-term downsides, such as more time spent in training and answering employee questions.
From India, Madras
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Great tips, B. Maru, and thanks for sharing. The "job rotation" is a tricky one, and management needs to be careful while implementing it in the organization. The pros and cons are as follows:
Pros:
- Employer:
- Identify the best fit
- Increased production
- Reduced absenteeism/turnover
Employee:
- Eliminates monotony
- Exposed to new jobs
- Improves creativity/innovation
Cons:
- Wage disparity
- Mindset for not learning the new job
- Continuous training
- Not willing to share things with others
These are generalized but vary with situations/organizations.
AVS
More at http://citehr.com#ixzz1WV5fjrSq
From India, Madras
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Pros:
- Employer:
- Identify the best fit
- Increased production
- Reduced absenteeism/turnover
Employee:
- Eliminates monotony
- Exposed to new jobs
- Improves creativity/innovation
Cons:
- Wage disparity
- Mindset for not learning the new job
- Continuous training
- Not willing to share things with others
These are generalized but vary with situations/organizations.
AVS
More at http://citehr.com#ixzz1WV5fjrSq
From India, Madras
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Dear Bharathi,
Nice explanation for job rotation by everyone. The intention behind job rotation is to avoid a gap when an employee goes on long leave or resigns from the company. The company should not face any difficulty in carrying on the work smoothly.
Thanks for sharing your tips, dear.
From India, Kumbakonam
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Nice explanation for job rotation by everyone. The intention behind job rotation is to avoid a gap when an employee goes on long leave or resigns from the company. The company should not face any difficulty in carrying on the work smoothly.
Thanks for sharing your tips, dear.
From India, Kumbakonam
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Dear Alwarji,
Thank you for your nice feedback.
In the case of technical or skilled workers, the mindset works along with their group dynamics. Hence, collectively, they won't prefer job rotation with a fear of losing their core competency skills.
In the second case of wage disparity, I agree with you from the point of company policy.
In my opinion, a detailed work-study and methods study should be done before we think of any job rotation. I share this with the experience I had with a few Japanese companies as they don't generally advocate 'job rotation' even within the technical workers. In fact, they strongly suggest developing a second-line persons to meet the contingency.
As I said in the post, the topic of 'job rotation' varies from company to company.
Thanks, Alwarji, for your message.
Regards, AVS
From India, Madras
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Thank you for your nice feedback.
In the case of technical or skilled workers, the mindset works along with their group dynamics. Hence, collectively, they won't prefer job rotation with a fear of losing their core competency skills.
In the second case of wage disparity, I agree with you from the point of company policy.
In my opinion, a detailed work-study and methods study should be done before we think of any job rotation. I share this with the experience I had with a few Japanese companies as they don't generally advocate 'job rotation' even within the technical workers. In fact, they strongly suggest developing a second-line persons to meet the contingency.
As I said in the post, the topic of 'job rotation' varies from company to company.
Thanks, Alwarji, for your message.
Regards, AVS
From India, Madras
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ASSESSMENT CRITERIA: When screening applicants for positions in your organization, look for adaptability, critical thinking skills, leadership potential, and a sound work ethic. These are the candidates who have the “right stuff” to be successful in the workplace of the future.
From India, Madras
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From India, Madras
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HR Tip of the Day: Job Enrichment - Making work more meaningful:
Review the job design of key positions within your organization to see if jobs can be enriched and made more meaningful to the job holders. This can be relatively inexpensive to do and could provide a payoff in increased productivity and reduced absenteeism.
From India, Madras
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Review the job design of key positions within your organization to see if jobs can be enriched and made more meaningful to the job holders. This can be relatively inexpensive to do and could provide a payoff in increased productivity and reduced absenteeism.
From India, Madras
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Did not get your point. Assume I am doing my job well; then don't you think reviewing will create unrest among employees? How can a job be actually enriched? Please clarify and also guide on how you can know whether a candidate really has critical thinking skills, adaptability, and a sound work ethic. I feel there is no parameter to measure these skills, so at times, HR might possibly make wrong assumptions based on perception.
From India, Madras
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From India, Madras
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[IMG]http://clipart.coolclips.com/150/wjm/tf05130/CoolClips_busi2592.jpg[/IMG]
A different HR initiative
Birthdays….birthdays. These days mean different things when we grow.
It will be a wonderful practice if the birthday’s of your employees is celebrated in a different style at your work place.
When it’s employee’s birthday, apart from a traditional wishes, take opportunity to speak about all their positive qualities, character traits that we lookup to, what we have learnt from them, where we have seen them grow as a human being and what the relationship means to us……..a relieving of special moments shared.
At the end of it ,that person also gets to express his /her feelings about the year that has gone by and what he /she is looking at in the coming year.
What better gift than one that stays ‘in’ the person-in his /her mind and heart?
Such gesture does wonders for one’s self-image.
Try and see the results.
If already tried, share your experience.
AVS
************************************************** *******
From India, Madras
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A different HR initiative
Birthdays….birthdays. These days mean different things when we grow.
It will be a wonderful practice if the birthday’s of your employees is celebrated in a different style at your work place.
When it’s employee’s birthday, apart from a traditional wishes, take opportunity to speak about all their positive qualities, character traits that we lookup to, what we have learnt from them, where we have seen them grow as a human being and what the relationship means to us……..a relieving of special moments shared.
At the end of it ,that person also gets to express his /her feelings about the year that has gone by and what he /she is looking at in the coming year.
What better gift than one that stays ‘in’ the person-in his /her mind and heart?
Such gesture does wonders for one’s self-image.
Try and see the results.
If already tried, share your experience.
AVS
************************************************** *******
From India, Madras
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Thanks for the Tip, Bharathi :) Job enrichment usually fills color into the monotonous routine and can be mutually beneficial from the employee and employer perspectives.
@Ravi... this is a tip. The time, place, and need of applicability may differ as per the situation. For example, if someone gives you a tip to lose weight but you are underweight, you will not apply that tip. However, that doesn't mean the tip is null and void; it just means the situation does not demand its applicability. ;) :) Good Day :)
From India, Karnal
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@Ravi... this is a tip. The time, place, and need of applicability may differ as per the situation. For example, if someone gives you a tip to lose weight but you are underweight, you will not apply that tip. However, that doesn't mean the tip is null and void; it just means the situation does not demand its applicability. ;) :) Good Day :)
From India, Karnal
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HR Tip of the Day: COMMUNICATION: Don't send important messages by short email. At the very least, write a well-thought-through message and put it in an attachment that has been tested for comprehension. Ask another person to read it to check for comprehension. Of course, the best method of communication has been with us for thousands of years, is free, and should be used more frequently: in-person, face-to-face communication.
From India, Madras
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From India, Madras
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Well said Bharathi. There is no other best alternative to face to face communication. That’s the reason nowadays, video conferencing is become inescapable. Keep on spreading knowledge Bharathi.
From India, Kumbakonam
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From India, Kumbakonam
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Good noon, Bharathi and Bhashkar :)
Good one, Bharathi. Communication is very important and is a main ingredient of personal, professional, and organizational growth. So, we must choose the right way to avoid any barriers to communication.
My Contribution:
IMPERATIVES FOR TALENT MANAGEMENT,
1. Creating a winning employee value proposition.
2. Moving beyond recruiting hype to build a long-term recruiting strategy.
3. Using job experience, coaching, and mentoring to cultivate the potential in managers.
4. Strengthening your talent pool by investing in A players, developing B players, and acting decisively on C players.
5. A deep conviction shared by leaders that competitive advantage comes from having better talent.
Thanks :)
From India, Karnal
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Good one, Bharathi. Communication is very important and is a main ingredient of personal, professional, and organizational growth. So, we must choose the right way to avoid any barriers to communication.
My Contribution:
IMPERATIVES FOR TALENT MANAGEMENT,
1. Creating a winning employee value proposition.
2. Moving beyond recruiting hype to build a long-term recruiting strategy.
3. Using job experience, coaching, and mentoring to cultivate the potential in managers.
4. Strengthening your talent pool by investing in A players, developing B players, and acting decisively on C players.
5. A deep conviction shared by leaders that competitive advantage comes from having better talent.
Thanks :)
From India, Karnal
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Good one B.Maru, and thanks for sharing a nice message on communication.
In my opinion, communication should be like blood circulation in our body in terms of continuity and coverage. Communication is the lifeblood of an organization and crucial in maintaining relationships. A personal 'note' is worth more than a million emails as it carries our soul.
@Bhaskar: I appreciate your continuous support for this great thread. Keep on posting.
@Viku: Nice to see your message about communication. You have added another 'jewel' to this thread. Keep on sharing.
For all: Have a great weekend.
AVS
From India, Madras
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In my opinion, communication should be like blood circulation in our body in terms of continuity and coverage. Communication is the lifeblood of an organization and crucial in maintaining relationships. A personal 'note' is worth more than a million emails as it carries our soul.
@Bhaskar: I appreciate your continuous support for this great thread. Keep on posting.
@Viku: Nice to see your message about communication. You have added another 'jewel' to this thread. Keep on sharing.
For all: Have a great weekend.
AVS
From India, Madras
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HR TIP OF THE DAY: Groupthink: If you are a team member, and particularly if you are a team leader, look out for the symptoms of groupthink. Take the lead in making it safe to have a diversity of opinions and establish a safe environment in which it is okay to hold open discussions about issues at team meetings. By taking this approach, the team will be much more likely to make the right choices and avoid falling into the groupthink trap.
From India, Madras
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From India, Madras
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HR Tip of the Day: Enforce strict "Absence" procedures. In order to deal effectively with absenteeism, staff should be very clear about the company policy. A staff handbook is an ideal way to state policies clearly. Areas such as holidays, sickness, and absenteeism should be included and clearly outlined.
From India, Madras
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From India, Madras
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Please accept my sincere salute on Teachers' Day.
HR Tip Staff Handbook: In addition to holidays, leave entitlement, sickness, absenteeism, overstaying of leave, we must add dress code, discipline policy, redressal of grievance procedure, open interview system, and company work hours.
Thanks for sharing nice tips, Bharathi. Keep on sharing the knowledge.
From India, Kumbakonam
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HR Tip Staff Handbook: In addition to holidays, leave entitlement, sickness, absenteeism, overstaying of leave, we must add dress code, discipline policy, redressal of grievance procedure, open interview system, and company work hours.
Thanks for sharing nice tips, Bharathi. Keep on sharing the knowledge.
From India, Kumbakonam
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HR Tip Of the Day: With Teams, Size Matters: If you are problem-solving or brainstorming ideas, more group members are probably better than fewer. In fact, about 12 is ideal. If you want to get things accomplished, limit the team to six or seven people. This size of the team will likely act faster and put in more effort into accomplishing the task.
From India, Madras
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From India, Madras
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Nice tip, Bharathi. Team size and composition definitely affect the team processes, purpose, and effectiveness. As Bhashkar said, team size, and consequently its strength, may vary according to the task that needs to be accomplished.
Thanks :)
From India, Karnal
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Thanks :)
From India, Karnal
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Soft and hard practices
Change is the essence of today’s life and business and challenges are inevitable. Experts suggest innumerable ways to manage change in the face of resistance from employees.
Organisations and experts have nevertheless failed to understand the role of Human Resource Management in the change management process. HRM acts as a change agent that aligns business and change programmes’ prime objective to achieve the desired results.
HRM delineates two models, the soft and the hard HRM. These help organisations in handling any resistance from employees efficiently.
The soft model of the HRM emphasises on human development that relates to employees. It focuses on aligning business goals and HR policies recognising employees as a valuable asset.
The soft HRM model includes participation, recognition, trust, cross-functional teams, training and development, empowerment, leadership style and employee relations.
The hard HRM model entails the integration of HR activities and business strategies. It is concerned more with calculative policies like performance based pay and appraisal systems.
Despite their inherent differences these models are mutually complementary. Organisations that have moulded the two according to their business needs have overcome the fundamental barrier to change, resistance.
HR ‘s role:
Soft and hard HRM are compatible. HRM plays a major role in helping the organisation to ease out tensions while aligning soft and hard HRM with the business needs during change.
Source:The Manage Mentor
************************************************** ****
AVS
From India, Madras
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Change is the essence of today’s life and business and challenges are inevitable. Experts suggest innumerable ways to manage change in the face of resistance from employees.
Organisations and experts have nevertheless failed to understand the role of Human Resource Management in the change management process. HRM acts as a change agent that aligns business and change programmes’ prime objective to achieve the desired results.
HRM delineates two models, the soft and the hard HRM. These help organisations in handling any resistance from employees efficiently.
The soft model of the HRM emphasises on human development that relates to employees. It focuses on aligning business goals and HR policies recognising employees as a valuable asset.
The soft HRM model includes participation, recognition, trust, cross-functional teams, training and development, empowerment, leadership style and employee relations.
The hard HRM model entails the integration of HR activities and business strategies. It is concerned more with calculative policies like performance based pay and appraisal systems.
Despite their inherent differences these models are mutually complementary. Organisations that have moulded the two according to their business needs have overcome the fundamental barrier to change, resistance.
HR ‘s role:
Soft and hard HRM are compatible. HRM plays a major role in helping the organisation to ease out tensions while aligning soft and hard HRM with the business needs during change.
Source:The Manage Mentor
************************************************** ****
AVS
From India, Madras
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HR Tip of the Day: Cost Cutting? Don't Touch the Base Pay
If your organization is being forced to reduce payroll costs, consider your options carefully. The evidence shows that while cutting base pay can save money quickly, it has long-lasting negative effects on employee motivation. When making the tough choices of where to cut, it may be wiser to be selective and target bonuses and layoffs as a way to reduce costs while leaving base pay intact for those employees who remain.
From India, Madras
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If your organization is being forced to reduce payroll costs, consider your options carefully. The evidence shows that while cutting base pay can save money quickly, it has long-lasting negative effects on employee motivation. When making the tough choices of where to cut, it may be wiser to be selective and target bonuses and layoffs as a way to reduce costs while leaving base pay intact for those employees who remain.
From India, Madras
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It is true, Bharathi, we should not cut the basic and regular emoluments. We can only consider additional facilities. For example, instead of providing a conveyance vehicle to staff and food/snacks/tea to staff, we can declare some allowances which will cost less. Furthermore, we can list out the cost-escalating things/overheads and have control over them.
Thanks for sharing, Bharathi, and keep on sharing.
From India, Kumbakonam
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Thanks for sharing, Bharathi, and keep on sharing.
From India, Kumbakonam
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Thank you, Maru, for sharing a helpful tip about cutting costs.
In my opinion, we should focus on reducing 'waste' rather than simply cutting costs. Waste encompasses various unproductive expenditures such as high-cost travel, conferences, etc. This topic is suitable for a robust debate and often challenging to determine the correct approach.
Currently, the CEO pay in top companies is viewed as wasteful and is regulated in the US and UK.
AVS
From India, Madras
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In my opinion, we should focus on reducing 'waste' rather than simply cutting costs. Waste encompasses various unproductive expenditures such as high-cost travel, conferences, etc. This topic is suitable for a robust debate and often challenging to determine the correct approach.
Currently, the CEO pay in top companies is viewed as wasteful and is regulated in the US and UK.
AVS
From India, Madras
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My two cents: HR really needs to identify key resources of the company. During hard times or cost cuts, we need to make sure that those key resources understand these steps or are taken care of. Otherwise, they will be the first ones to leave.
From India, Mumbai
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From India, Mumbai
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[IMG]http://blog.nielsen.com/nielsenwire/wp-content/uploads/2008/09/text-messaging.jpg[/IMG]
Company Policy for Instant Messaging and Text Messaging
HR Policies In just a few years, instant messaging (IM) and text messaging (TM) have become pervasive. As you no doubt know from experience, IM is usually sent via desktop or laptop computer, whereas TM is transmitted via cell phones or handheld devices such as BlackBerrys.
The growth of TM has been spectacular. In 2001, for instance, just 8 percent of U.S. employees were using it. Now that number is more than 50 percent. This explosive growth is because IM and TM represent fast and inexpensive means for managers to stay in touch with employees and for employees to stay in touch with each other. In an increasing number of cases, this isn’t just a luxury, it’s a business imperative.
Despite their advantages, IM and TM aren’t going to replace e-mail. E-mail is still probably a better device for conveying long messages that must be saved. IM is preferable for one or two line messages that would just clutter up an e-mail inbox.
On the downside, some IM and TM users find the technology intrusive and distracting. Their continual presence can make it hard for employees to concentrate and stay focused. A survey of managers revealed that in 86 percent of meetings, at least some participants checked TM, and another survey revealed 20 percent of managers report having been castigated for using wireless devices during meetings. Finally, because instant messages can be intercepted easily, many organizations are concerned about the security of IM and TM.
So here is today’s Daily HR Tip: Your organization may already have an e-mail policy which covers the do’s and don’ts regarding the use of company e-mails. Consider adding an IM and TM policy too! This should specify acceptable and not acceptable use of these media bearing in mind the need to maintain data security and a permanent record of certain communications.************************************************** ****
AVS
From India, Madras
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Company Policy for Instant Messaging and Text Messaging
HR Policies In just a few years, instant messaging (IM) and text messaging (TM) have become pervasive. As you no doubt know from experience, IM is usually sent via desktop or laptop computer, whereas TM is transmitted via cell phones or handheld devices such as BlackBerrys.
The growth of TM has been spectacular. In 2001, for instance, just 8 percent of U.S. employees were using it. Now that number is more than 50 percent. This explosive growth is because IM and TM represent fast and inexpensive means for managers to stay in touch with employees and for employees to stay in touch with each other. In an increasing number of cases, this isn’t just a luxury, it’s a business imperative.
Despite their advantages, IM and TM aren’t going to replace e-mail. E-mail is still probably a better device for conveying long messages that must be saved. IM is preferable for one or two line messages that would just clutter up an e-mail inbox.
On the downside, some IM and TM users find the technology intrusive and distracting. Their continual presence can make it hard for employees to concentrate and stay focused. A survey of managers revealed that in 86 percent of meetings, at least some participants checked TM, and another survey revealed 20 percent of managers report having been castigated for using wireless devices during meetings. Finally, because instant messages can be intercepted easily, many organizations are concerned about the security of IM and TM.
So here is today’s Daily HR Tip: Your organization may already have an e-mail policy which covers the do’s and don’ts regarding the use of company e-mails. Consider adding an IM and TM policy too! This should specify acceptable and not acceptable use of these media bearing in mind the need to maintain data security and a permanent record of certain communications.************************************************** ****
AVS
From India, Madras
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HR Tip of the Day: JOB SATISFACTION - A State of Mind: In addition using traditional motivators such as pay and good work conditions consider communicating some of the positive attributes to employees about working for the organization. Maybe the message is that “we are doing better than our competitors” or that “orders are up”. Whatever it is, find something that everyone in the organization can be grateful for and communicate it. It just might raise satisfaction levels a couple of notches.
From India, Madras
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From India, Madras
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It is true, Bharathi. That's the reason our ancestors used to say, "Always talk positively" and "Never talk negative words." Our positive words will give strength to our body, and negative words will give weakness.
Thanks for sharing, Bharathi.
From India, Kumbakonam
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Thanks for sharing, Bharathi.
From India, Kumbakonam
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HR Tip of the Day: Non-monetary motivational incentives:You may not be able to pay them more money, but employees who feel that they are being underpaid should not necessarily feel they are unappreciated. Rewarding employees with non-monetary recognition is a cost-effective way of motivating the workforce while securing the organization’s bottom line.
From India, Madras
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From India, Madras
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I don't know if you have read this thread, but it's related to today's tip... Can you share a real case study? :)
How to handle if your employee is not happy with his hiked salary
Please go through it if you haven't already. :)
From India, Mumbai
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How to handle if your employee is not happy with his hiked salary
Please go through it if you haven't already. :)
From India, Mumbai
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Non-monetary motivational ways are of two types. The first one is a negative and threatening way, and the second one is positive motivation. With some people, positive motivation will work out, but with others, negative motivation is the only way that works and drives them to move swiftly in their lives.
You have brought up a nice and debatable subject that cannot be fully explored in just a few lines. Thanks for initiating this wonderful and praiseworthy thread.
From India, Kumbakonam
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You have brought up a nice and debatable subject that cannot be fully explored in just a few lines. Thanks for initiating this wonderful and praiseworthy thread.
From India, Kumbakonam
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Always let your boss have the first say
A sales rep, an administration clerk and the manager are walking to lunch when they find an antique oil lamp. They rub it and a Genie comes out in a puff of smoke.
The Genie says, “I usually only grant three wishes, so I’ll give each of you just one.”
“Me first! Me first!” says the admin clerk “I want to be in the Bahamas, driving a speedboat, without a care in the world.” Poof! She’s gone.
In astonishment, “Me next! Me next!” says the sales rep. “I want to be in Hawaii, relaxing on the beach with my personal masseuse, an endless supply of pina coladas and the love of my life.” Poof! He’s gone.
“OK, you’re up,” the Genie says to the manager.
The manager says, “I want those two back in the office after lunch.”
Management Lesson: Always let your boss have the first say.
************************************************** ********
AVS
From India, Madras
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A sales rep, an administration clerk and the manager are walking to lunch when they find an antique oil lamp. They rub it and a Genie comes out in a puff of smoke.
The Genie says, “I usually only grant three wishes, so I’ll give each of you just one.”
“Me first! Me first!” says the admin clerk “I want to be in the Bahamas, driving a speedboat, without a care in the world.” Poof! She’s gone.
In astonishment, “Me next! Me next!” says the sales rep. “I want to be in Hawaii, relaxing on the beach with my personal masseuse, an endless supply of pina coladas and the love of my life.” Poof! He’s gone.
“OK, you’re up,” the Genie says to the manager.
The manager says, “I want those two back in the office after lunch.”
Management Lesson: Always let your boss have the first say.
************************************************** ********
AVS
From India, Madras
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HR Tip of the Day: Design the Perfect Job:
When designing a new job or revamping an old job description, use the Job Characteristics Model as a checklist to ensure that the job will maximize the motivation of the job holder. This will help to maintain and build employee motivation, satisfaction, and productivity, and reduce absenteeism as well as the likelihood of your best workers leaving.
From India, Madras
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When designing a new job or revamping an old job description, use the Job Characteristics Model as a checklist to ensure that the job will maximize the motivation of the job holder. This will help to maintain and build employee motivation, satisfaction, and productivity, and reduce absenteeism as well as the likelihood of your best workers leaving.
From India, Madras
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Really Nice contribution and addition Ms. Bharathi, Mr. AVS and Mr. Bhashkar :)
Sharing a article: you may find interesting :)
8 Management Lessons from Indias Freedom Struggle
We recently celebrated Indian Independence Day on 15 August. I cherish the freedom and celebrate Indias growth towards global recognition. Going back in history, Indian freedom struggle lasted nearly a century. The last 25 years of the struggle was lead by Mahatma Gandhi on the concept of non-violence. India is one of the unique countries which gained freedom without much bloodshed. I think there are lot of management lessons which corporate world is implementing presently which were prevalent in the freedom struggle.
In this post I am exploring Mahatma Gandhis leadership and management style, and linking it to the current management practices.
1. Walk the talk
Mahatma Gandhi preached the concept of simple living and high thinking, although he came from an affluent Indian family. He came up with various austere living standards and requested his followers to adopt them. His kept his life open to public scrutiny. People may debate regarding his personal choices but no one would raise questions on his ethics and integrity. Irrespective of the difficulty involved, he always was able to take the high moral ground and never compromised on his personal values. In the present corporate world we respect the leaders who are able to walk the talk, demonstrate ethical and principled behavior and lead by example.
2. Think out of the box
The strategy and tactics adopted during the Indian independence struggle were unlike any other country™s revolution. Some of the concepts were:
 ¢ Non-violence “ A war fought on the basis of principles without any bloodshed.
¢ Civil disobedience- Court arrest if the British officials are threatening imprisonment for demanding your rights.
 ¢ Non-cooperation- The message given was maintain your jobs with the British Empire, however do not support it regarding its practices against Indian people. Managements today are advocating out of the box thinking and competing strategically. The organization which implements a unique strategy generally wins the market.
3. Brand building
Mahatma Gandhi™s personal brand has lasted 60 years after his death without any investment. He created a brand of a simple moral man living life on the principle of Ahimsa (non-violence). His home spun cotton clothes, wooden shaft, leather slippers, vegetarian meals and home at the ashram all embodied his personal brand. His character and communication depicted his core values to the masses. We must acknowledge that fact that very few leaders in history have as strong a brand image as Gandhi. The corporate world is spending huge sums on advertising to build the corporate brand. We hear Tom Peters and other management gurus talking about building the œBrand You .
4. Competitors size doesnt matter
The Indian freedom struggle gained ground by the idea of a few committed individuals who wished to bring about a change. They envisaged taking on the might of British Empire who had the resources, funds, weapons and management capability. The Indian leadership team acknowledged the strengths of the British Empire and devised a strategy which minimized those strengths. They built a strategy on the following:
Non-violence which required no weapons;
Asked masses to contribute for the independence and live frugally, hence survived on minimal resources;
Developed local leadership across all regions under Congress banner. Using a similar strategy Barrack Obama won the American president elections when he had no funds and support. Also, one notices small IT companies (e.g. hotmail) which developed into big names just by pioneering a unique product and leveraging the market properly.
5. Build dream teams
Indian Congress Party besides Gandhi had a number of other accomplished leaders. Namely, C. Rajagopalachari, Jawaharlal Nehru, Â Vallabhbhai Patel, Subhash Chandra Bose and others. These leaders all had different personalities and ideologies, however worked for a common cause. Gandhi and Nehru complimented each other tremendously and mostly operated as two in a box. Senior leaders acted as mentors for the younger generation. The party had leaders at grass root level, and people were encouraged to develop leadership traits. Business world is focusing on building dream teams with leadership at all levels. The Human resource Departments are focused on concepts of two in a box, alternate leaders, chief mentors and succession planning.
6. Engage and empower people
Mahatma Gandhi in his speech on the eve of Dandi March said -Wherever there are local leaders, their orders should be obeyed by the people. Where there are no leaders and only a handful of men have faith in the programme, they may do what they can, if they have enough self-confidence . He encouraged common man to show leadership and commitment under the overall umbrella of Congress. He united the people by specifying the mission, vision and code of conduct of Congress. The masses were committed to the cause and in all his symbolic protests he involved people participation. The corporate world™s biggest challenge is of disengaged employees due to actual or perceived lack of empowerment. It is becoming apparent that success or failure of the organization is increasingly dependent on a healthy organization culture which encourages employee participation.
7. Accept and encourage diversity
The British are generally blamed for implementing divide and rule policy in India. On the contrary, India already was already divided into various regions, religions and castes before the British rule. Mahatma Gandhi in his struggle for independence attempted to unify the country. He encouraged the princely states to join hands, brought Hindus and Muslims on the same platform and removed caste barriers for joining the freedom moment. He supported gender equality and encouraged women to actively participate in the movement. His wife, Kasturba Gandhi played a pivotal role in getting women™s participation. With less than 10% women in senior management positions in the corporate world, the mantra today is to bring more women on board. With globalization the concept of accepting and encouraging diversity has taken hold.
8. Dont make it personal
In the Quit India speech in 1942, Mahatma Gandhi stated- Then, there is the question of your attitude towards the British. I have noticed that there is hatred towards the British among the people. The people say they are disgusted with their behavior. The people make no distinction between British imperialism and the British people . Deal with the issue and not the person; this is the corporate mandate today. Mahatma Gandhi pioneered this thought process. In all his communication and dealings he stood up against British Imperialism. He however, had friendly relationships with Britishers and never made a personal attack in his speeches. On the other hand, he continuously advocated decent and humane behavior even towards ones enemy. His thought process was- address the issue at hand and keep a positive attitude towards a person from the competing camp. In nut shell, there is a lot to learn from the Indian freedom struggle for the corporate world. It had unique dimensions which are gaining hold now as corporate best practices. History is the best teacher, if we are willing to learn from other peoples successes and failures.
~Internet
From India, Karnal
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Sharing a article: you may find interesting :)
8 Management Lessons from Indias Freedom Struggle
We recently celebrated Indian Independence Day on 15 August. I cherish the freedom and celebrate Indias growth towards global recognition. Going back in history, Indian freedom struggle lasted nearly a century. The last 25 years of the struggle was lead by Mahatma Gandhi on the concept of non-violence. India is one of the unique countries which gained freedom without much bloodshed. I think there are lot of management lessons which corporate world is implementing presently which were prevalent in the freedom struggle.
In this post I am exploring Mahatma Gandhis leadership and management style, and linking it to the current management practices.
1. Walk the talk
Mahatma Gandhi preached the concept of simple living and high thinking, although he came from an affluent Indian family. He came up with various austere living standards and requested his followers to adopt them. His kept his life open to public scrutiny. People may debate regarding his personal choices but no one would raise questions on his ethics and integrity. Irrespective of the difficulty involved, he always was able to take the high moral ground and never compromised on his personal values. In the present corporate world we respect the leaders who are able to walk the talk, demonstrate ethical and principled behavior and lead by example.
2. Think out of the box
The strategy and tactics adopted during the Indian independence struggle were unlike any other country™s revolution. Some of the concepts were:
 ¢ Non-violence “ A war fought on the basis of principles without any bloodshed.
¢ Civil disobedience- Court arrest if the British officials are threatening imprisonment for demanding your rights.
 ¢ Non-cooperation- The message given was maintain your jobs with the British Empire, however do not support it regarding its practices against Indian people. Managements today are advocating out of the box thinking and competing strategically. The organization which implements a unique strategy generally wins the market.
3. Brand building
Mahatma Gandhi™s personal brand has lasted 60 years after his death without any investment. He created a brand of a simple moral man living life on the principle of Ahimsa (non-violence). His home spun cotton clothes, wooden shaft, leather slippers, vegetarian meals and home at the ashram all embodied his personal brand. His character and communication depicted his core values to the masses. We must acknowledge that fact that very few leaders in history have as strong a brand image as Gandhi. The corporate world is spending huge sums on advertising to build the corporate brand. We hear Tom Peters and other management gurus talking about building the œBrand You .
4. Competitors size doesnt matter
The Indian freedom struggle gained ground by the idea of a few committed individuals who wished to bring about a change. They envisaged taking on the might of British Empire who had the resources, funds, weapons and management capability. The Indian leadership team acknowledged the strengths of the British Empire and devised a strategy which minimized those strengths. They built a strategy on the following:
Non-violence which required no weapons;
Asked masses to contribute for the independence and live frugally, hence survived on minimal resources;
Developed local leadership across all regions under Congress banner. Using a similar strategy Barrack Obama won the American president elections when he had no funds and support. Also, one notices small IT companies (e.g. hotmail) which developed into big names just by pioneering a unique product and leveraging the market properly.
5. Build dream teams
Indian Congress Party besides Gandhi had a number of other accomplished leaders. Namely, C. Rajagopalachari, Jawaharlal Nehru, Â Vallabhbhai Patel, Subhash Chandra Bose and others. These leaders all had different personalities and ideologies, however worked for a common cause. Gandhi and Nehru complimented each other tremendously and mostly operated as two in a box. Senior leaders acted as mentors for the younger generation. The party had leaders at grass root level, and people were encouraged to develop leadership traits. Business world is focusing on building dream teams with leadership at all levels. The Human resource Departments are focused on concepts of two in a box, alternate leaders, chief mentors and succession planning.
6. Engage and empower people
Mahatma Gandhi in his speech on the eve of Dandi March said -Wherever there are local leaders, their orders should be obeyed by the people. Where there are no leaders and only a handful of men have faith in the programme, they may do what they can, if they have enough self-confidence . He encouraged common man to show leadership and commitment under the overall umbrella of Congress. He united the people by specifying the mission, vision and code of conduct of Congress. The masses were committed to the cause and in all his symbolic protests he involved people participation. The corporate world™s biggest challenge is of disengaged employees due to actual or perceived lack of empowerment. It is becoming apparent that success or failure of the organization is increasingly dependent on a healthy organization culture which encourages employee participation.
7. Accept and encourage diversity
The British are generally blamed for implementing divide and rule policy in India. On the contrary, India already was already divided into various regions, religions and castes before the British rule. Mahatma Gandhi in his struggle for independence attempted to unify the country. He encouraged the princely states to join hands, brought Hindus and Muslims on the same platform and removed caste barriers for joining the freedom moment. He supported gender equality and encouraged women to actively participate in the movement. His wife, Kasturba Gandhi played a pivotal role in getting women™s participation. With less than 10% women in senior management positions in the corporate world, the mantra today is to bring more women on board. With globalization the concept of accepting and encouraging diversity has taken hold.
8. Dont make it personal
In the Quit India speech in 1942, Mahatma Gandhi stated- Then, there is the question of your attitude towards the British. I have noticed that there is hatred towards the British among the people. The people say they are disgusted with their behavior. The people make no distinction between British imperialism and the British people . Deal with the issue and not the person; this is the corporate mandate today. Mahatma Gandhi pioneered this thought process. In all his communication and dealings he stood up against British Imperialism. He however, had friendly relationships with Britishers and never made a personal attack in his speeches. On the other hand, he continuously advocated decent and humane behavior even towards ones enemy. His thought process was- address the issue at hand and keep a positive attitude towards a person from the competing camp. In nut shell, there is a lot to learn from the Indian freedom struggle for the corporate world. It had unique dimensions which are gaining hold now as corporate best practices. History is the best teacher, if we are willing to learn from other peoples successes and failures.
~Internet
From India, Karnal
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Ten Employee Training Tips
Well-trained employees are the key to your small business success. Studies have shown that the most successful, productive employees are those who have received extensive training.
Tips
- Stress training as an investment.
- Determine your needs.
- Promote a culture of learning.
- Get management on board.
- Start out small.
- Choose quality instructors and materials.
- Find the right space.
- Clarify connections.
- Make it ongoing.
- Measure results.
From India, Karnal
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Well-trained employees are the key to your small business success. Studies have shown that the most successful, productive employees are those who have received extensive training.
Tips
- Stress training as an investment.
- Determine your needs.
- Promote a culture of learning.
- Get management on board.
- Start out small.
- Choose quality instructors and materials.
- Find the right space.
- Clarify connections.
- Make it ongoing.
- Measure results.
From India, Karnal
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Time-out:
It is an efficient tool by which every employee is given an opportunity to choose time-out during work hours.This can be followed on a daily/weekly basis depending on the nature of the business. An employee can take 30-45 minutes of time-out to read, listen to music, play an indoor game, take a nap, exercise, practice yoga, watch a movie, etc. But at the same time, the employee must be within the company premises at a dedicated space allocated to pursue such activities.
Child care:
It's necessary to develop a children's programme for working mothers/fathers wherein companies need to invest in a separate space where a working parent can spend time with their kid/kids during work hours. A progressive firm needs to make arrangements w.r.t school pick-up/drop and other basic amenities in the form of indoor games, stationary, food, etc.
Sanjay Bhan, director – HR, Texas Instruments (India) Pvt. Ltd
From India, Madras
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It is an efficient tool by which every employee is given an opportunity to choose time-out during work hours.This can be followed on a daily/weekly basis depending on the nature of the business. An employee can take 30-45 minutes of time-out to read, listen to music, play an indoor game, take a nap, exercise, practice yoga, watch a movie, etc. But at the same time, the employee must be within the company premises at a dedicated space allocated to pursue such activities.
Child care:
It's necessary to develop a children's programme for working mothers/fathers wherein companies need to invest in a separate space where a working parent can spend time with their kid/kids during work hours. A progressive firm needs to make arrangements w.r.t school pick-up/drop and other basic amenities in the form of indoor games, stationary, food, etc.
Sanjay Bhan, director – HR, Texas Instruments (India) Pvt. Ltd
From India, Madras
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Dear Citehr friends,
I wish to share the below article about self-discipline.
Have a nice week ahead.
AVS
**
Self-Discipline
Supervisory discipline is a thing of the past. Prepare employees to be self-disciplined and get rid of the unpleasant task of "chiding employees."
Most managers dislike taking disciplinary action as much as they have an aversion to conducting traditional performance appraisals. As for the employees, they simply hate it. So, why is it that disciplinary procedures have found a home in most organizations today?
Managers influence the environments in which employees work but not their upbringing. They cannot control earlier work environments in which employees would have developed the skills, knowledge, and work ethics. However, managers can strive to create a work environment and positive supervisory interactions that encourage employees to develop and practice self-discipline.
Creating a conducive environment
Clear expectations: Employees need to know exactly what is expected of them, such as continuous improvement, initiative, and problem-solving. Job descriptions need to be informative, but not all-encompassing, to encourage flexibility.
Fan the flame: When employees exhibit initiative and self-discipline, praise them, offer support, reward them, and ensure that the idea is implemented.
Treat them as adults: Adults want minimal rules and guidelines, policies that ensure an orderly, fair, and consistent work environment. They want a say in decisions concerning them or their work. Employees want to contribute to the workplace. The best workplaces promote individual and team success. They raise the self-esteem of employees.
Train them: Employees need to be trained in problem-solving and process improvement.
Solicit input: Consult employees before implementing a new policy. Focus groups help in gauging employee reaction to potential new guidelines. Enforce policies consistently.
Encourage experimentation: When an idea fails, employees need not be punished. Provide a budget for employees to spend on new ways of working.
Regular meetings: Spending time meeting with employees on a personal basis is imperative. Coach and encourage the development of each employee. Ensure all communication channels are open to the employees.
Employees are human beings too. Occasionally, they may not practice self-discipline. In such instances, address unacceptable behavior immediately.
Source: The Manage Mentor
*
AVS
From India, Madras
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I wish to share the below article about self-discipline.
Have a nice week ahead.
AVS
**
Self-Discipline
Supervisory discipline is a thing of the past. Prepare employees to be self-disciplined and get rid of the unpleasant task of "chiding employees."
Most managers dislike taking disciplinary action as much as they have an aversion to conducting traditional performance appraisals. As for the employees, they simply hate it. So, why is it that disciplinary procedures have found a home in most organizations today?
Managers influence the environments in which employees work but not their upbringing. They cannot control earlier work environments in which employees would have developed the skills, knowledge, and work ethics. However, managers can strive to create a work environment and positive supervisory interactions that encourage employees to develop and practice self-discipline.
Creating a conducive environment
Clear expectations: Employees need to know exactly what is expected of them, such as continuous improvement, initiative, and problem-solving. Job descriptions need to be informative, but not all-encompassing, to encourage flexibility.
Fan the flame: When employees exhibit initiative and self-discipline, praise them, offer support, reward them, and ensure that the idea is implemented.
Treat them as adults: Adults want minimal rules and guidelines, policies that ensure an orderly, fair, and consistent work environment. They want a say in decisions concerning them or their work. Employees want to contribute to the workplace. The best workplaces promote individual and team success. They raise the self-esteem of employees.
Train them: Employees need to be trained in problem-solving and process improvement.
Solicit input: Consult employees before implementing a new policy. Focus groups help in gauging employee reaction to potential new guidelines. Enforce policies consistently.
Encourage experimentation: When an idea fails, employees need not be punished. Provide a budget for employees to spend on new ways of working.
Regular meetings: Spending time meeting with employees on a personal basis is imperative. Coach and encourage the development of each employee. Ensure all communication channels are open to the employees.
Employees are human beings too. Occasionally, they may not practice self-discipline. In such instances, address unacceptable behavior immediately.
Source: The Manage Mentor
*
AVS
From India, Madras
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Communication
If you read the verbatim minutes of a meeting, you wouldn’t grasp the impact of what was said the same way as if you had been there or saw the meeting on video. Why? There is no record of nonverbal communication. The emphasis given to words or phrases is missing.
The following list of statements shows how intonations can change the meaning of a message when the speaker puts emphasis on different words. The following statements, spoken in different ways, can mean very different things:
1.Why don’t I take you to dinner tonight? Means: Not tomorrow night.
2.Why don’t I take you to dinner tonight? Means: I was going to take someone else.
3.Why don’t I take you to dinner tonight? Means: Instead of the guy you were going with.
4.Why don’t I take you to dinner tonight? Means: I’m need a reason why I shouldn’t take you.
5.Why don’t I take you to dinner tonight? Means: Do you have a problem with me?
6.Why don’t I take you to dinner tonight? Means: Instead of going on your own.
7.Why don’t I take you to dinner tonight? Means: Instead of lunch tomorrow.
Misunderstandings is a particular problem when writing e-mails. It is easy to miscommunicate your intentions in a short e mail as there is no tone of voice to provide context. Emoticons were introduced to try and solve this problem but they seem to have fallen in to disuse in most cases.
So here is Today’s Daily HR Tip: Don’t send important messages by short e-mail. At the very least write a well thought through message and put it in an attachment that has been tested for comprehension. Ask another person to read it to check for comprehension. Of course, the best method of communication has been with us for thousands of years, is free, and should be used more frequently: in person, face-to-face communication.
************************************************** ******
AVS
From India, Madras
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If you read the verbatim minutes of a meeting, you wouldn’t grasp the impact of what was said the same way as if you had been there or saw the meeting on video. Why? There is no record of nonverbal communication. The emphasis given to words or phrases is missing.
The following list of statements shows how intonations can change the meaning of a message when the speaker puts emphasis on different words. The following statements, spoken in different ways, can mean very different things:
1.Why don’t I take you to dinner tonight? Means: Not tomorrow night.
2.Why don’t I take you to dinner tonight? Means: I was going to take someone else.
3.Why don’t I take you to dinner tonight? Means: Instead of the guy you were going with.
4.Why don’t I take you to dinner tonight? Means: I’m need a reason why I shouldn’t take you.
5.Why don’t I take you to dinner tonight? Means: Do you have a problem with me?
6.Why don’t I take you to dinner tonight? Means: Instead of going on your own.
7.Why don’t I take you to dinner tonight? Means: Instead of lunch tomorrow.
Misunderstandings is a particular problem when writing e-mails. It is easy to miscommunicate your intentions in a short e mail as there is no tone of voice to provide context. Emoticons were introduced to try and solve this problem but they seem to have fallen in to disuse in most cases.
So here is Today’s Daily HR Tip: Don’t send important messages by short e-mail. At the very least write a well thought through message and put it in an attachment that has been tested for comprehension. Ask another person to read it to check for comprehension. Of course, the best method of communication has been with us for thousands of years, is free, and should be used more frequently: in person, face-to-face communication.
************************************************** ******
AVS
From India, Madras
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Good morning sir. Yes, very true. Tips on communications - in every field, communications play a very important role, not only in professional but also in personal life. Now, the trend is to use jargons where some people don't know. These should be avoided in our life. Everyone has to speak in simple English. :)
From India, Madras
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From India, Madras
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HR Tip of the Day:Maintaining credibility during organizational crisis: If you don’t have a crisis management communication plan, then put one in place as soon as you can—the nature of a crisis is that you just don’t know when it’s going to happen.
From India, Madras
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From India, Madras
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Thank you B. Maru, Viku, and Pooja for your comments.
@ B. Maru: As you have rightly said, it is difficult to see or hear the usage of correct language. Let me share with you that writing or speaking simple English is not easy. We need to practice, practice, and practice. Using the 'jargon' has become second nature to most of us. Mobile is the first culprit.
Thanks for reading this.
AVS
From India, Madras
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@ B. Maru: As you have rightly said, it is difficult to see or hear the usage of correct language. Let me share with you that writing or speaking simple English is not easy. We need to practice, practice, and practice. Using the 'jargon' has become second nature to most of us. Mobile is the first culprit.
Thanks for reading this.
AVS
From India, Madras
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Hi Guys,
Nice to see the tip of the day for an HR professional. It is really useful for the current scenario where the communication gap exists between employees and HR. This is a nice suggestion that will truly help to create a good relationship at all levels of employees.
With Regards,
Arunkumar Venkataraman
Human Resources
"If you dream it, you can do it"
From India, Madras
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Nice to see the tip of the day for an HR professional. It is really useful for the current scenario where the communication gap exists between employees and HR. This is a nice suggestion that will truly help to create a good relationship at all levels of employees.
With Regards,
Arunkumar Venkataraman
Human Resources
"If you dream it, you can do it"
From India, Madras
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Thank you for sharing some great tips on maintaining credibility. Crisis management is a unique skill; in times of crisis, common sense often proves more valuable than mere wisdom. It is crucial for all HR practitioners to learn this art to enhance their effectiveness.
Good tip, Maru.
AVS
From India, Madras
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Good tip, Maru.
AVS
From India, Madras
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TEAM WORK
Teamwork takes more time and often more resources than individual work. Teams have increased communication demands, conflicts to manage, and meetings to run. So the benefits of using teams have to exceed the costs, and that’s not always the case.
How do you know whether the work of your group would be better done in teams? You can apply three tests to see whether a team fits your situation.
1.Ask yourself can the work be done better by more than one person? A good indicator is the complexity of the work and the need for different perspectives. Simple tasks that don’t require diverse input are probably better left to individuals.
2.Ask yourself does the work create a common purpose or set of goals for the people in the group that is more than the aggregate of individual goals? Many service departments of new-vehicle dealers have introduced teams that link customer-service people, mechanics, parts specialists, and sales representatives. Such teams can better manage collective responsibility for ensuring customer needs are properly met.
3.Determine whether the members of the group are interdependent. Using teams makes sense when there is interdependence between tasks—the success of the whole depends on the success of each one, and the success of each one depends on the success of the others. Soccer, for instance, is an obvious team sport. Success requires a great deal of coordination between interdependent players. Conversely, except possibly for relays, swim teams are not really teams. They’re groups of individuals performing individually, whose total performance is merely the aggregate summation of their individual performances.
So here is today’s Daily HR Tip: Before you rush to implement teams, carefully assess whether the work requires or will benefit from a collective effort.
************************************************** *****
AVS
From India, Madras
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Teamwork takes more time and often more resources than individual work. Teams have increased communication demands, conflicts to manage, and meetings to run. So the benefits of using teams have to exceed the costs, and that’s not always the case.
How do you know whether the work of your group would be better done in teams? You can apply three tests to see whether a team fits your situation.
1.Ask yourself can the work be done better by more than one person? A good indicator is the complexity of the work and the need for different perspectives. Simple tasks that don’t require diverse input are probably better left to individuals.
2.Ask yourself does the work create a common purpose or set of goals for the people in the group that is more than the aggregate of individual goals? Many service departments of new-vehicle dealers have introduced teams that link customer-service people, mechanics, parts specialists, and sales representatives. Such teams can better manage collective responsibility for ensuring customer needs are properly met.
3.Determine whether the members of the group are interdependent. Using teams makes sense when there is interdependence between tasks—the success of the whole depends on the success of each one, and the success of each one depends on the success of the others. Soccer, for instance, is an obvious team sport. Success requires a great deal of coordination between interdependent players. Conversely, except possibly for relays, swim teams are not really teams. They’re groups of individuals performing individually, whose total performance is merely the aggregate summation of their individual performances.
So here is today’s Daily HR Tip: Before you rush to implement teams, carefully assess whether the work requires or will benefit from a collective effort.
************************************************** *****
AVS
From India, Madras
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HR TIP of the Day: Helping Employees balance work-life conflicts:
Managers (particularly HR managers) need to design workplaces and jobs that can help employees deal with work-life conflicts. This can be done through building greater flexibility into paid time off (PTO) policies and instituting flexible work hours or the ability to work remotely. Training to try to change the mindset of many supervisors should also be considered. The payoff? Organizations that help their employees to resolve work-life conflicts are likely to retain the best and most motivated employees. In the future, that could be your organization's greatest competitive advantage.
From India, Madras
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Managers (particularly HR managers) need to design workplaces and jobs that can help employees deal with work-life conflicts. This can be done through building greater flexibility into paid time off (PTO) policies and instituting flexible work hours or the ability to work remotely. Training to try to change the mindset of many supervisors should also be considered. The payoff? Organizations that help their employees to resolve work-life conflicts are likely to retain the best and most motivated employees. In the future, that could be your organization's greatest competitive advantage.
From India, Madras
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HR Tip of the Day: Difficult Employees are a Challenge for you: Difficult employees are not necessarily bad employees. Don’t shy away from dealing with difficult employees and don’t turn a blind eye to the situations that arise as a result of their behaviors. Train yourself and the managers and supervisors you work with to use the six steps to deal effectively with the difficult employees.
From India, Madras
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From India, Madras
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Vivek, thank you for your comments. These are tips only. We need to understand what this is all about. By the way, please find the six steps:
Understand the big picture - what is the track record of the employee? Is this an isolated occurrence or a pattern of behavior? Can the behavior be justified from the employee's point of view, even if you might not agree with it?
Gather the facts - there are always rumors and hearsay, so it is important to fact-check the reality of the situation. Try to find hard evidence of what occurred or what is occurring - facts are undeniable!
Create a plan - decide when and where you will speak to the employee and other involved people. Know what you will say to open the discussion. Prepare your key questions - use open-ended questions that allow each person to state their perspective on what happened.
Focus on the problem, not the person - don't give the impression that you are attacking the people involved; that will only result in closing down the discussion. Instead, attack the problem by uncovering underlying issues and root causes through intensive questioning.
Be open to hearing all sides - when dealing with a difficult employee, it is not only fair but necessary to hear all sides and perspectives to understand the underlying reasons for the difficult behavior. Play the role of a mediator and try to find common ground to figure out where and how you can bring clarity to the situation.
Identify a solution - the goal is to come to an agreement with the employee on how to solve the issue. Without agreement from the employee on the solution, it is questionable if their behavior will change. The agreement should result in a plan of action that the employee commits to. You should also agree on how the plan will be implemented and monitored.
Gather the facts - there are always rumors and hearsay, so it is important to fact-check the reality of the situation. Try to find hard evidence of what occurred or what is occurring - facts are undeniable!
From India, Madras
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Understand the big picture - what is the track record of the employee? Is this an isolated occurrence or a pattern of behavior? Can the behavior be justified from the employee's point of view, even if you might not agree with it?
Gather the facts - there are always rumors and hearsay, so it is important to fact-check the reality of the situation. Try to find hard evidence of what occurred or what is occurring - facts are undeniable!
Create a plan - decide when and where you will speak to the employee and other involved people. Know what you will say to open the discussion. Prepare your key questions - use open-ended questions that allow each person to state their perspective on what happened.
Focus on the problem, not the person - don't give the impression that you are attacking the people involved; that will only result in closing down the discussion. Instead, attack the problem by uncovering underlying issues and root causes through intensive questioning.
Be open to hearing all sides - when dealing with a difficult employee, it is not only fair but necessary to hear all sides and perspectives to understand the underlying reasons for the difficult behavior. Play the role of a mediator and try to find common ground to figure out where and how you can bring clarity to the situation.
Identify a solution - the goal is to come to an agreement with the employee on how to solve the issue. Without agreement from the employee on the solution, it is questionable if their behavior will change. The agreement should result in a plan of action that the employee commits to. You should also agree on how the plan will be implemented and monitored.
Gather the facts - there are always rumors and hearsay, so it is important to fact-check the reality of the situation. Try to find hard evidence of what occurred or what is occurring - facts are undeniable!
From India, Madras
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The Benefits of Induction Training
Every new employee joins the organization with stars in their eyes. There is a rosy dream of a great future, great achievements, and a great corporate relationship. The employee begins with a positive note and a heart full of new resolutions.
Imagine how devastating it would be for the employee to encounter indifference, ambiguity, and disinterest. Imagine how the lackadaisical attitude of colleagues and superiors could shatter their hopes and dreams.
This scenario could be the reverse as well. Employees who have been disillusioned with their previous jobs might join with a cynical attitude. They scoff at the rules and deride employee development programs of the company.
In both cases, the losers are more than just two parties: the cynic and the victim suffer; in addition, the organizational climate becomes sour, and the overall productivity goes down.
Induction training for new employees has to be taken seriously by both the employer and the employee. Every factor that can impact the new employee must be considered. Let us see all the factors that can influence the new employee:
- Manual of organization rules and procedures
- Manual of the organization's events, programs, facilities
- Organization chart and reporting structures
- Job manual
- Departmental description, including names of employees and their respective designations
A new employee has no idea about the work culture in your organization. Hence, you have to be sensitive to the employee and provide all oral and written instructions and guidelines. This helps them to align themselves with the organization's culture. Encourage formal and informal communication to allow them to blend with their work team.
Induction of new employees is incomplete without a formal induction training program. Induction training could be periodic lectures until the employee is absorbed into the organization. To get employees comfortable with their fellow workers, it is a good idea to encourage informal tete-a-tete sessions. If the employee joins a sales team or a software development team, team members could have team inductions. It is very important to motivate new employees and stoke their ambitions for higher achievement. Team members should not indulge in name-calling or backbiting about other members as this can be very demotivating to the new recruit.
Induction training should begin on a high note, and everybody must look at the relationship optimistically. However, it is also not wise to raise irrationally high expectations of new employees. Promises should be reasonable and real. False promises only lead to disillusionment and negative feelings. The key is to build aspirations that would seem fair and reasonable to employees.
Source: Human Resource Management
From India, Madras
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Every new employee joins the organization with stars in their eyes. There is a rosy dream of a great future, great achievements, and a great corporate relationship. The employee begins with a positive note and a heart full of new resolutions.
Imagine how devastating it would be for the employee to encounter indifference, ambiguity, and disinterest. Imagine how the lackadaisical attitude of colleagues and superiors could shatter their hopes and dreams.
This scenario could be the reverse as well. Employees who have been disillusioned with their previous jobs might join with a cynical attitude. They scoff at the rules and deride employee development programs of the company.
In both cases, the losers are more than just two parties: the cynic and the victim suffer; in addition, the organizational climate becomes sour, and the overall productivity goes down.
Induction training for new employees has to be taken seriously by both the employer and the employee. Every factor that can impact the new employee must be considered. Let us see all the factors that can influence the new employee:
- Manual of organization rules and procedures
- Manual of the organization's events, programs, facilities
- Organization chart and reporting structures
- Job manual
- Departmental description, including names of employees and their respective designations
A new employee has no idea about the work culture in your organization. Hence, you have to be sensitive to the employee and provide all oral and written instructions and guidelines. This helps them to align themselves with the organization's culture. Encourage formal and informal communication to allow them to blend with their work team.
Induction of new employees is incomplete without a formal induction training program. Induction training could be periodic lectures until the employee is absorbed into the organization. To get employees comfortable with their fellow workers, it is a good idea to encourage informal tete-a-tete sessions. If the employee joins a sales team or a software development team, team members could have team inductions. It is very important to motivate new employees and stoke their ambitions for higher achievement. Team members should not indulge in name-calling or backbiting about other members as this can be very demotivating to the new recruit.
Induction training should begin on a high note, and everybody must look at the relationship optimistically. However, it is also not wise to raise irrationally high expectations of new employees. Promises should be reasonable and real. False promises only lead to disillusionment and negative feelings. The key is to build aspirations that would seem fair and reasonable to employees.
Source: Human Resource Management
From India, Madras
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HR Tips for the day:
A business is only as good as the people who work for it. As a small business, you can be closer to your staff, suppliers, and customers than larger ones. Involve your employees in the work culture from day one and keep them up to date with the progress of the company and any developments that may take place in the near future.
From India, Madras
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A business is only as good as the people who work for it. As a small business, you can be closer to your staff, suppliers, and customers than larger ones. Involve your employees in the work culture from day one and keep them up to date with the progress of the company and any developments that may take place in the near future.
From India, Madras
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HR Tip of the Day: Use Intuition in Decision Making
Be aware that you may overemphasize analysis and rationality in certain instances, and recognize that using your intuition may improve your decision-making. Don't rely on it too much; however, it is so unquantifiable that it's hard to know when our hunches are right or wrong. The key is neither to abandon nor rely solely on intuition but to supplement it with evidence and good judgment.
From India, Madras
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Be aware that you may overemphasize analysis and rationality in certain instances, and recognize that using your intuition may improve your decision-making. Don't rely on it too much; however, it is so unquantifiable that it's hard to know when our hunches are right or wrong. The key is neither to abandon nor rely solely on intuition but to supplement it with evidence and good judgment.
From India, Madras
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Thank you to Prasad and welcome to our CHR group. I am sure your doubts will be cleared here. Before asking your doubts, I want to share a small tip with you. Before asking or posting any doubts or questions, just type your question in Google. You might find the answer there. If you don't find a relevant answer, you are always welcome to come to us with your question. We are here to help you at any cost. We have senior and many other HR professionals who will assist you in every way.
From India, Madras
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From India, Madras
Acknowledge(0)Amend(0)Leadership Skills: Make Leaders Within Your Organization
Find me a good leader and I will show you a great organization. Great leaders make great nations, great societies, and greater institutions. In organizations, many great leaders have set remarkable standards of achievements. The world still sings praises for great business leaders like Lee Iacocca, Bill Gates, Henry Ford, Donald Trump, Warren Buffet, and more. These great leaders have been a source of inspiration for companies worldwide to surge forward and achieve greater business goals. However, we still find that companies continue to grapple with the problems of mediocrity or low leadership potential among their top rung executives.
READ MORE HERE: Leadership Skills
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AVS
From India, Madras
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Dear Mr. AVS,
You have shared some helpful tips on leadership skills. There is a saying about leadership: "Be a leader, be with a leader, or create a leader." By doing any of these three, we can effectively lead the team.
Thank you for sharing your valuable tips, Mr. AVS.
From India, Kumbakonam
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You have shared some helpful tips on leadership skills. There is a saying about leadership: "Be a leader, be with a leader, or create a leader." By doing any of these three, we can effectively lead the team.
Thank you for sharing your valuable tips, Mr. AVS.
From India, Kumbakonam
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HR Tip of the Day: Emotional Labor Affects Employee Performance. Employers can support employees in high emotional labor jobs by giving them regular breaks and a chance to relax and recharge their emotional batteries.
Furthermore, employers should communicate to employees that they understand the difficulties of continuously maintaining a happy and welcoming approach to customers. Employees should be encouraged to use their break times to rest and regroup so they will be better able to interact with even difficult customers in a positive and supportive manner.
From India, Madras
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Furthermore, employers should communicate to employees that they understand the difficulties of continuously maintaining a happy and welcoming approach to customers. Employees should be encouraged to use their break times to rest and regroup so they will be better able to interact with even difficult customers in a positive and supportive manner.
From India, Madras
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Dear Bharathi,
Normally, the labor force becomes emotional when there is any untoward incident or accident in the workforce. How we handle the issue in such situations is crucial, and our attitude can greatly impact how we manage the workforce.
Regarding employees' emotions, what you have mentioned is not reflective of our Indian culture. Our strategy for handling employees often involves keeping them under stress and strain, with the belief that this will lead to a peaceful team dynamic as employees may refrain from approaching management for minor issues. However, if your approach is welcoming and cordial, you may find yourself constantly engaged and unable to sit in your office for even a single minute.
As you mentioned, a welcoming approach towards customers is essential for survival in the competitive business world.
Thank you for sharing these insightful tips, Bharathi. Please continue to share your knowledge.
Best regards,
[Your Name]
From India, Kumbakonam
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Normally, the labor force becomes emotional when there is any untoward incident or accident in the workforce. How we handle the issue in such situations is crucial, and our attitude can greatly impact how we manage the workforce.
Regarding employees' emotions, what you have mentioned is not reflective of our Indian culture. Our strategy for handling employees often involves keeping them under stress and strain, with the belief that this will lead to a peaceful team dynamic as employees may refrain from approaching management for minor issues. However, if your approach is welcoming and cordial, you may find yourself constantly engaged and unable to sit in your office for even a single minute.
As you mentioned, a welcoming approach towards customers is essential for survival in the competitive business world.
Thank you for sharing these insightful tips, Bharathi. Please continue to share your knowledge.
Best regards,
[Your Name]
From India, Kumbakonam
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Thanks for your comment and the valuable addition to this discussion on the labor force, Bhaskar. While it may not be commonly used in India, if we give it a try, we might be able to implement it successfully. This tip could be beneficial for any HR professional in the future. Thank you for sharing your thoughts, and please continue sharing. :)
From India, Madras
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From India, Madras
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HR Tip of the Day: Politics or Performance – Who Gets That Promotion?
Look twice at the people who are up for promotion. You will probably be aware of the "high flyers" who are well-known in the organization due to their political and networking skills—but be careful—these individuals may not be the most effective (or deserving) candidates for promotion. Dig a little deeper and look for the effective employees—those who spend time turning in solid and consistent results rather than those who excel at organizational politics.
From India, Madras
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Look twice at the people who are up for promotion. You will probably be aware of the "high flyers" who are well-known in the organization due to their political and networking skills—but be careful—these individuals may not be the most effective (or deserving) candidates for promotion. Dig a little deeper and look for the effective employees—those who spend time turning in solid and consistent results rather than those who excel at organizational politics.
From India, Madras
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What An Experience?
In the emerging knowledge era, there is a need to integrate learning with work. Organisations must understand the relationship between technology, education and work. Developing and understanding this relationship allows organisations to offer experience-based learning: a seamless combination of learning and work! However, to offer experience-based learning, organisations must have access to the appropriate learning tools and technologies.
Learning programme developers are fortunate in that they can now choose from a myriad of new tools and technologies. Smart technology simulation, contextual collaboration, workflow management and business process modelling: as alien as these terms may sound, work places will soon require a blend of these tools.
The need to create experience-based learning is greater than before. With work places being automated, real-time interactions, virtual work collaborations and business process and activity management are becoming daily r necessities. An individual’s work experience too is growing increasingly complex and demanding. With time and resource constraints, alternating between virtual and physical work places and increase in first-person experience and productivity expectations, employees are required to adapt to rapidly evolving work-place needs. Besides subscribing to the theory, the only way an employee can hope to adapt to such dynamic and demanding workplace needs is if the organisation invests in experience-based learning tools and technologies.
What about experience-based learning technologies?
"Experience-based learning in the business world is learning that maps directly to everyday work-life." Experiential learning tools, systems and applications support a merger between what employees learn and their experience at workstations. Learning content too is based on an individual’s real time work experience. Such learning aims to cater to both work tasks and the work environment. Experience-based learning theory has been around for sometime in the form of situated learning. Corporate learning professionals use situated learning for re-training vocational and rehabilitation training. Other closely related theories include those of problem-based learning, work-based learning, service-based learning, engaged learning, active learning and contextual learning.
The emphasis that situated learning places on connecting the learner’s experience with real world problems and needs differentiates it from traditional learning theories. David Kohl, Professor of Organisational Behaviour in a school of management was the first to introduce experience-based learning to the business world. He based his theory on the studies of John Dewey who believed that the most effective way of creating a complete learning environment is by offering experience-based learning.
Back to basics
Getting back to experience-based learning technology, all tools systems and applications capable of combining learning with employees' work experience while they are performing their tasks, qualify as effective experiential tools and technologies. Common work place technologies include instant messaging, expertise mining, prairie dogging, tele-collaboration, visual communication and ambient intelligence.
Instant messaging
A recent survey found that the growth in instant messaging in the corporate world is as high as 71 percent annually. The most common of experience-based learning tools, the USP (unique selling proposition) of instant messaging is that it can be used in both real and virtual work environments. With approximately 40 percent of the workforce being well-versed Internet users, programme developers can use this tool to improve the quality and frequency of learning interactions.
Expertise mining
The latest collaboration technology to hit the market expertise mining, as the term suggests, gleans knowledge from human experts and connects a learner either to such expertise knowledge or to the experts themselves. Having 'mined' for experts or knowledge, developers use instant messaging to get in touch with their learners. First seen in the call centre industry, expertise mining is considered an offshoot of skill-based routing.
Tele-collaboration
Oxford Technologies developed a wireless tele-collaboration solution for the US Navy called the Remote Technical Assistance Support System (RTASS). This solution offers learners real-time links with field experts from the world 0over and performance support. With the use of wireless broadband connectivity, computer imaging and collaboration software, this solution provides "over-the-shoulder" presence of remote experts and supervisors. The reduction in travelling costs and the availability of real-time expert advice right at the desktop qualifies tele-collaboration as the ideal experience-based learning technology.
Prairie dogging
Ask corporate learning professionals to make the most indispensable learning object. The answer would be the human expert. 'Prairie dogging' is the technology that makes optimum use of human expertise. The term literally stands for asking the best qualified person, available readily, to help the employee or customer in accomplishing a task. Mapping human expertise within the organisation creates an environment for prairie digging learning.
Visual communications
Visual communications are about creating a visual link between "an activity point and a consultation point". A company that specialises in visual communications, wireless peripherals offers an experience-based learning tool called SightLink. Field personnel stationed at remote areas can instantly access experts. With easy access to expert supervision, even from a distance, the need for their physical presence during task performance is considerably reduced. This saves organisations training costs and reduces training cycles. The use of sophisticated two-way visualisation software gives learning the much required personal touch.
Ambient intelligence
Also known as smart technology, the use of ambient intelligence in no longer confined to white-collar employees. Oil tankers, warehouses, auto repair workshops, power plants, factories, shipyards, construction sites and mines use smart technology to integrate leaning with work. A few smart technologies are described below.
Forklifts mounted with touch screen computers are a boon to forklift drivers in a warehouse at Ohio. The computers track inventory, provide navigational aid and decision support and evaluate employee performance.
At Honda’s automobile workshops technicians wear a wireless head-mounted computer system. The system beams images on the retinas to provide real-time access to repair information, while the technician is working on the car. The system is programmed to glean information from electronically stored repair manuals, vehicle histories and work orders. The technicians can even use instant messaging to contact remote experts. All this, without moving away from the job at hand!
Medical assistants too could not have had it better. The use of Tablet PCs in the health care industry has revolutionised the way physicians and nurses attend to their patients. Computers store patient medical histories, medication information, explain complex procedures, reduce drug administration errors and provide clinical guidelines. Such real-time patient and medical education eases the stress and workload of taxed medical practitioners.
Experience-based learning is all set to replace traditional training practices. With computer technology growing pervasive, cheaper and simpler, organisations can soon invest in systems, applications and tools to develop experience-based learning programmes for their employees.
Source: TMM
**************************************************
AVS
From India, Madras
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In the emerging knowledge era, there is a need to integrate learning with work. Organisations must understand the relationship between technology, education and work. Developing and understanding this relationship allows organisations to offer experience-based learning: a seamless combination of learning and work! However, to offer experience-based learning, organisations must have access to the appropriate learning tools and technologies.
Learning programme developers are fortunate in that they can now choose from a myriad of new tools and technologies. Smart technology simulation, contextual collaboration, workflow management and business process modelling: as alien as these terms may sound, work places will soon require a blend of these tools.
The need to create experience-based learning is greater than before. With work places being automated, real-time interactions, virtual work collaborations and business process and activity management are becoming daily r necessities. An individual’s work experience too is growing increasingly complex and demanding. With time and resource constraints, alternating between virtual and physical work places and increase in first-person experience and productivity expectations, employees are required to adapt to rapidly evolving work-place needs. Besides subscribing to the theory, the only way an employee can hope to adapt to such dynamic and demanding workplace needs is if the organisation invests in experience-based learning tools and technologies.
What about experience-based learning technologies?
"Experience-based learning in the business world is learning that maps directly to everyday work-life." Experiential learning tools, systems and applications support a merger between what employees learn and their experience at workstations. Learning content too is based on an individual’s real time work experience. Such learning aims to cater to both work tasks and the work environment. Experience-based learning theory has been around for sometime in the form of situated learning. Corporate learning professionals use situated learning for re-training vocational and rehabilitation training. Other closely related theories include those of problem-based learning, work-based learning, service-based learning, engaged learning, active learning and contextual learning.
The emphasis that situated learning places on connecting the learner’s experience with real world problems and needs differentiates it from traditional learning theories. David Kohl, Professor of Organisational Behaviour in a school of management was the first to introduce experience-based learning to the business world. He based his theory on the studies of John Dewey who believed that the most effective way of creating a complete learning environment is by offering experience-based learning.
Back to basics
Getting back to experience-based learning technology, all tools systems and applications capable of combining learning with employees' work experience while they are performing their tasks, qualify as effective experiential tools and technologies. Common work place technologies include instant messaging, expertise mining, prairie dogging, tele-collaboration, visual communication and ambient intelligence.
Instant messaging
A recent survey found that the growth in instant messaging in the corporate world is as high as 71 percent annually. The most common of experience-based learning tools, the USP (unique selling proposition) of instant messaging is that it can be used in both real and virtual work environments. With approximately 40 percent of the workforce being well-versed Internet users, programme developers can use this tool to improve the quality and frequency of learning interactions.
Expertise mining
The latest collaboration technology to hit the market expertise mining, as the term suggests, gleans knowledge from human experts and connects a learner either to such expertise knowledge or to the experts themselves. Having 'mined' for experts or knowledge, developers use instant messaging to get in touch with their learners. First seen in the call centre industry, expertise mining is considered an offshoot of skill-based routing.
Tele-collaboration
Oxford Technologies developed a wireless tele-collaboration solution for the US Navy called the Remote Technical Assistance Support System (RTASS). This solution offers learners real-time links with field experts from the world 0over and performance support. With the use of wireless broadband connectivity, computer imaging and collaboration software, this solution provides "over-the-shoulder" presence of remote experts and supervisors. The reduction in travelling costs and the availability of real-time expert advice right at the desktop qualifies tele-collaboration as the ideal experience-based learning technology.
Prairie dogging
Ask corporate learning professionals to make the most indispensable learning object. The answer would be the human expert. 'Prairie dogging' is the technology that makes optimum use of human expertise. The term literally stands for asking the best qualified person, available readily, to help the employee or customer in accomplishing a task. Mapping human expertise within the organisation creates an environment for prairie digging learning.
Visual communications
Visual communications are about creating a visual link between "an activity point and a consultation point". A company that specialises in visual communications, wireless peripherals offers an experience-based learning tool called SightLink. Field personnel stationed at remote areas can instantly access experts. With easy access to expert supervision, even from a distance, the need for their physical presence during task performance is considerably reduced. This saves organisations training costs and reduces training cycles. The use of sophisticated two-way visualisation software gives learning the much required personal touch.
Ambient intelligence
Also known as smart technology, the use of ambient intelligence in no longer confined to white-collar employees. Oil tankers, warehouses, auto repair workshops, power plants, factories, shipyards, construction sites and mines use smart technology to integrate leaning with work. A few smart technologies are described below.
Forklifts mounted with touch screen computers are a boon to forklift drivers in a warehouse at Ohio. The computers track inventory, provide navigational aid and decision support and evaluate employee performance.
At Honda’s automobile workshops technicians wear a wireless head-mounted computer system. The system beams images on the retinas to provide real-time access to repair information, while the technician is working on the car. The system is programmed to glean information from electronically stored repair manuals, vehicle histories and work orders. The technicians can even use instant messaging to contact remote experts. All this, without moving away from the job at hand!
Medical assistants too could not have had it better. The use of Tablet PCs in the health care industry has revolutionised the way physicians and nurses attend to their patients. Computers store patient medical histories, medication information, explain complex procedures, reduce drug administration errors and provide clinical guidelines. Such real-time patient and medical education eases the stress and workload of taxed medical practitioners.
Experience-based learning is all set to replace traditional training practices. With computer technology growing pervasive, cheaper and simpler, organisations can soon invest in systems, applications and tools to develop experience-based learning programmes for their employees.
Source: TMM
**************************************************
AVS
From India, Madras
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HR TIP of the DAY:The Employee Life Cycle(ELC) – A Useful HR Model : Take a look at your key employees and determine their place in the ELC. Identify any actions or interventions you need to take—particularly for employees at ELC stages of Monotony and Disengagement.
From India, Madras
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From India, Madras
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Not Everyone Wants A Challenging Job!
Employee Motivation Conventional wisdom among managers and HR professionals seems to be that employees want challenging, interesting, and complex work. The assumption seems to be that employees wish to grow in their jobs. But is this a valid assumption—or do some employees wish for simple, routine work?
There is little current research available to answer this question, but research done in the 1970′s indicates that individuals with high-growth needs are more responsive to challenging work. However, these workers number only about 15% of the work force.
The research indicated that many workers meet their “higher order” needs off the job. After all, there are 168 hours in a week but work rarely consumes more than 30 percent of them. That leaves considerable opportunity, even for individuals with strong growth needs, to find higher-order need satisfaction outside the workplace.
So here is today’s Daily HR Tip: Some employees relish challenging work, but this desire may be over generalized by managers and HR professionals to all workers. Organizations increasingly have pushed extra responsibilities onto workers, often without knowing whether they want or can handle the increased responsibilities. So be selective about who you challenge with extra duties—according to the research only about one employee in five will be motivated by the growth opportunities offered by extra responsibilities!
AVS
From India, Madras
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Employee Motivation Conventional wisdom among managers and HR professionals seems to be that employees want challenging, interesting, and complex work. The assumption seems to be that employees wish to grow in their jobs. But is this a valid assumption—or do some employees wish for simple, routine work?
There is little current research available to answer this question, but research done in the 1970′s indicates that individuals with high-growth needs are more responsive to challenging work. However, these workers number only about 15% of the work force.
The research indicated that many workers meet their “higher order” needs off the job. After all, there are 168 hours in a week but work rarely consumes more than 30 percent of them. That leaves considerable opportunity, even for individuals with strong growth needs, to find higher-order need satisfaction outside the workplace.
So here is today’s Daily HR Tip: Some employees relish challenging work, but this desire may be over generalized by managers and HR professionals to all workers. Organizations increasingly have pushed extra responsibilities onto workers, often without knowing whether they want or can handle the increased responsibilities. So be selective about who you challenge with extra duties—according to the research only about one employee in five will be motivated by the growth opportunities offered by extra responsibilities!
AVS
From India, Madras
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HR Tip of the day:How satisfied employees are with their jobs?: Don’t assume that you have an accurate reading of what is on the mind of your employees. There may be things that can be done quickly and inexpensively that that will increase employee satisfaction and morale if managers only took the trouble to find out about them. Employee surveys are no panacea, but if job attitudes are as important as the evidence suggests then organizations need to find out where they can improve. The incentive? – better bottom line results!
From India, Madras
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From India, Madras
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How to do Training ?
In 1991, we put some 900 people through a basic seven-step problem-solving course, using two approaches. About half the employees came to our central corporate training facility for standard classroom training. The other half were trained in teams, on the job. This group didn’t get trained until they were part of a team that was working on a real problem. When they got to a point where they needed help, they called in a facilitator. First they learned Step 1 and applied what they learned. They didn’t worry about Steps 2 or 3 until they needed them. You might call this just-in-time training.
Three or four months later, we surveyed the people who went through these two programs. Of those who had received just-in-time, on-the-job training, 80 percent said they felt they used what they learned. Of those who had received standard classroom training, only 30 to 40 percent felt they had actually put to use what they were taught. We think a lot differently now about how to do training.
Source: Organizational Learning: The Key to Success in the 1990s
AVS
__________________________________________________ _____
From India, Madras
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In 1991, we put some 900 people through a basic seven-step problem-solving course, using two approaches. About half the employees came to our central corporate training facility for standard classroom training. The other half were trained in teams, on the job. This group didn’t get trained until they were part of a team that was working on a real problem. When they got to a point where they needed help, they called in a facilitator. First they learned Step 1 and applied what they learned. They didn’t worry about Steps 2 or 3 until they needed them. You might call this just-in-time training.
Three or four months later, we surveyed the people who went through these two programs. Of those who had received just-in-time, on-the-job training, 80 percent said they felt they used what they learned. Of those who had received standard classroom training, only 30 to 40 percent felt they had actually put to use what they were taught. We think a lot differently now about how to do training.
Source: Organizational Learning: The Key to Success in the 1990s
AVS
__________________________________________________ _____
From India, Madras
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Dear Mr. AVS,
First-class room training followed by practical training will always be helpful for everyone. Simply making a group sleep in a classroom or directly involving a group in problem-solving will not work properly.
Nice message you have shared, Mr. AVS. Thanks for sharing.
From India, Kumbakonam
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First-class room training followed by practical training will always be helpful for everyone. Simply making a group sleep in a classroom or directly involving a group in problem-solving will not work properly.
Nice message you have shared, Mr. AVS. Thanks for sharing.
From India, Kumbakonam
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HR Tip of the Day: Perceive Better: Don’t just accept perceptions as being reality—dig deeper! Even the smartest managers who have made it to a senior position in the organization may exhibit selective perception about their abilities or situations in the organization. It may fall to the HR professional in the room to challenge perceptions and reinforce fact-based realities so the best decisions can be made.
From India, Madras
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From India, Madras
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Dear Mr. Giridhar,
Nice 12 C's you have contributed to our members. It is really useful for every one of us. Thanks for sharing.
Nice tip you have added, Mr. Giridhar, about IM and TM. Keep on doing value addition.
Yeah, Bharathi, you are right. Especially while conducting the exit interview, we must adopt the tip you have shared. We must find out the fact-based realities so that the best decisions can be made.
Thanks for sharing wonderful tips, Bharathi and Giridhar. Keep on sharing the knowledge.
With warm regards,
S. Bhaskar
From India, Kumbakonam
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Nice 12 C's you have contributed to our members. It is really useful for every one of us. Thanks for sharing.
Nice tip you have added, Mr. Giridhar, about IM and TM. Keep on doing value addition.
Yeah, Bharathi, you are right. Especially while conducting the exit interview, we must adopt the tip you have shared. We must find out the fact-based realities so that the best decisions can be made.
Thanks for sharing wonderful tips, Bharathi and Giridhar. Keep on sharing the knowledge.
With warm regards,
S. Bhaskar
From India, Kumbakonam
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HR TIP OF THE DAY: Prepare for "Talent Wars": Start planning to retain and attract top talent now—don’t wait until your competitor steals your key people from under your nose as they fire their first shots in the upcoming “Talent Wars”
From India, Madras
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From India, Madras
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HR Tip of the Day: Enforce strict "Absence" procedures. In order to deal effectively with absenteeism, staff should be very clear about the company policy. A staff handbook is an ideal way to state policies clearly. Areas such as holidays, sickness, and absenteeism should be included and clearly outlined.
From India, Madras
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From India, Madras
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That's right Bharathi, The Absent will be a part of discipline matter, whereas leave and holidays are personnel matters. Nice tip you have shared Bharathi, and thanks for sharing.
As a matter of fact, Mr. Giridhar, we are treating each and every activity personally in the office. That's the reason we are facing so many problems in the work area. If our senior/superior tells us something, we must take it in the right sense and understand the correct meaning of the contention. Only then can we act correctly, and our performance level will increase.
Thanks for sharing the nice tips, Mr. Giridhar.
From India, Kumbakonam
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As a matter of fact, Mr. Giridhar, we are treating each and every activity personally in the office. That's the reason we are facing so many problems in the work area. If our senior/superior tells us something, we must take it in the right sense and understand the correct meaning of the contention. Only then can we act correctly, and our performance level will increase.
Thanks for sharing the nice tips, Mr. Giridhar.
From India, Kumbakonam
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HR Tip of the Day:Justifying the cost of supervisor training: Critically assess the skills of your supervisors by identifying how often the common supervisory mistakes are made in your organization. Each time a supervisory mistake is made it is costing your organization money directly or indirectly in lost time, low morale, and high employee turnover. Given the results of such an assessment it will probably be easy to justify the cost of a supervisory skills training program for your new supervisors and “refresher” training for your current supervis
From India, Madras
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From India, Madras
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Yeah, Bharathi. Each and every training program has its own justification. But the optimum utilization of such training programs in our work culture only yields good results.
Thanks for sharing nice HR tips.
From India, Kumbakonam
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Thanks for sharing nice HR tips.
From India, Kumbakonam
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Exactly, Mr. Giridhar. The communication must be proper and must contain accuracy, brevity, and clarity; otherwise, it will create unwanted gossiping and rumors among the recipients. A well-communicated message is like a well-finished task.
Thanks for sharing nice HR tips.
From India, Kumbakonam
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Thanks for sharing nice HR tips.
From India, Kumbakonam
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HR Tip of the Day: Interpersonal Skills are very important. Hire and train for interpersonal skills as well as technical skills. Using pre-hire assessments can help to identify people who may be derailed by their inability to get along with others.
From India, Madras
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From India, Madras
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Dear Bharathi,
Interpersonal skills are as important as technical skills and the performance of employees, especially those in the HR field who must be trained in interpersonal skills. Thanks for sharing a nice HR tip, Bharathi.
From India, Kumbakonam
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Interpersonal skills are as important as technical skills and the performance of employees, especially those in the HR field who must be trained in interpersonal skills. Thanks for sharing a nice HR tip, Bharathi.
From India, Kumbakonam
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HR Tip of the day: Job Enrichment - A way for employee motivation. Review the job design of key positions within your organization to see if jobs can be enriched and made more meaningful to the job holders. This can be relatively inexpensive to do and could provide a payoff in increased productivity and reduced absenteeism.
From India, Madras
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From India, Madras
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Nice HR tip you have shared, Bharathi. Actually, motivation is a vast subject. You can further explain its types of motivation, i.e., positive motivation and negative motivation, with or without financial implications, how it works, where it can be applied, etc.
Thanks for sharing a nice HR tip, Bharathi.
From India, Kumbakonam
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Thanks for sharing a nice HR tip, Bharathi.
From India, Kumbakonam
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It is really true, Mr. Giridhar. As a team member, we must speak out our opinion in meetings and explain the pros of our opinion while listening to the cons from other members. Only then can we get a clear idea of the issues at hand, including their pros and cons, which will help us reach a unanimous consensus.
Thanks for sharing, Mr. Giridhar.
From India, Kumbakonam
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Thanks for sharing, Mr. Giridhar.
From India, Kumbakonam
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HR Tip of the Day: Personality Traits for predicting performance: There is a lot of evidence to support the use of personality trait assessments as predictors of job performance—particularly assessments based on the “Big Five” model of personality. Be a little careful, however, and don’t place 100% confidence in personality assessments as a predictor of performance. After all, we humans are highly adaptive and research also shows that personality traits can change (or adapt) in response to organizational situations.
From India, Madras
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From India, Madras
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[Introvert vs Extrovert: Definition]
Going by the simplest possible explanation, an introvert is one who tends to get energized in solitude, while an extrovert is one who tends to get energized by the presence of people around him. The detailed explanation of both these terms given below will make the concept easier to understand.
[Introverts]
In psychology, introversion is defined as "the state of, or tendency towards being wholly or predominantly concerned with and interested in one's own mental life." Introverts are more often self-conscious, passionate, quiet, and deliberate. They are not so social and prefer to spend time in loneliness, doing a range of activities, such as reading, writing, painting, etc., which makes them happy. Being in a crowded room makes them nervous and anxious. Introverts tend to think before talking - a characteristic that their extrovert counterparts lack.
[Extroversion]
In [psychology](http://www.buzzle.com/articles/psychology/), extroversion is defined as "the act, state, or habit of being predominantly concerned with and obtaining gratification from what is outside the self." Extroverts are assertive, enthusiastic, talkative, blunt, etc. These people are quite social and tend to get bored when they don't have people around them. You are bound to find such people in social gatherings, ranging from charged-up parties to more serious community activities. Extroverts do well in careers like politics, teaching, marketing, etc.
From India, Madras
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Going by the simplest possible explanation, an introvert is one who tends to get energized in solitude, while an extrovert is one who tends to get energized by the presence of people around him. The detailed explanation of both these terms given below will make the concept easier to understand.
[Introverts]
In psychology, introversion is defined as "the state of, or tendency towards being wholly or predominantly concerned with and interested in one's own mental life." Introverts are more often self-conscious, passionate, quiet, and deliberate. They are not so social and prefer to spend time in loneliness, doing a range of activities, such as reading, writing, painting, etc., which makes them happy. Being in a crowded room makes them nervous and anxious. Introverts tend to think before talking - a characteristic that their extrovert counterparts lack.
[Extroversion]
In [psychology](http://www.buzzle.com/articles/psychology/), extroversion is defined as "the act, state, or habit of being predominantly concerned with and obtaining gratification from what is outside the self." Extroverts are assertive, enthusiastic, talkative, blunt, etc. These people are quite social and tend to get bored when they don't have people around them. You are bound to find such people in social gatherings, ranging from charged-up parties to more serious community activities. Extroverts do well in careers like politics, teaching, marketing, etc.
From India, Madras
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Hi
I applied for HRM in an international company
Kindly I need your advice for the interview I can speak English as second language my Bachelor is at
my last year position is head hunting in a recruiting company also my 9 years’ experience is as assistant principal in school of cores meeting the new candidates doing workshops .
WHAT IS THE MOST IMPORTANT THING DURING THE INTERVIEW ?
THANKS
From Saudi Arabia, Riyadh
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I applied for HRM in an international company
Kindly I need your advice for the interview I can speak English as second language my Bachelor is at
my last year position is head hunting in a recruiting company also my 9 years’ experience is as assistant principal in school of cores meeting the new candidates doing workshops .
WHAT IS THE MOST IMPORTANT THING DURING THE INTERVIEW ?
THANKS
From Saudi Arabia, Riyadh
Acknowledge(0)Amend(0)Looking for something specific? - Join & Be Part Of Our Community and get connected with the right people who can help. Our AI-powered platform provides real-time fact-checking, peer-reviewed insights, and a vast historical knowledge base to support your search.
PP-Vol-53 Employee engagement- hr - mktg.pdf
HR Manual (Employee Hand Book).doc