Sunday, February 28, 2016

Realizing Ones Potential: Success Criteria

This is a brief discussion on how and why some of of the most popular quests (phrases) related to individual success often run into a wall....  and more specifically in organizational contexts.   

We hear of catchy phrases  like "Give wings to dreams",   "Realize Your Potential",  "You Can, If You Will",  "Discover your hidden power"    and so on. 
The common belief among line managers and HR fraternity is that achieving this objective is a self driven phenomenon per se. One has to reflect, understand what he or she can do / cannot do and work deliberately and can achieve much much more than what was possibly thought he / she could achieve.   Maybe put them in front of some achievers who have "been there, done that" kinds and there will be some kind of osmosis of inspiration to the listeners / beholders.  
However reality is that in order to enable employees achieve beyond what they think they can,  for them to realize their potential we need a whole lot of inspiration coming from the managers in organizations.   Control freaks who are there to stifle creativity and show their teams how to align with them (the manager) are doing very little to create that environment.   

Instead of showing the team how to align with the mission of the company and drive excellence in the delivery of the services or of the product,  instead of  helping overcome obstacles that impede the successful execution of  organizations goals,  instead of  working along side with them to solve problems,  they are expecting the employees to align with their stifling ways.   Align with me and you'll be successful.   Does this statement ring a bell? Familiar ??  Most often it is not explicitly stated but rather an implicit coming forth as clear message to the team led by such managers.

So the need for managers is to inspire the teams to align with the organization, to inspire them to see how their job is contributing to success,  to inspire them to understand how their job / work is relevant to customers needs,  to inspire them to go beyond and connect the dots and to enable them to work without fear.....only then we can really set an environment where everyone can realize his or her potential.   

SHRM Conference Panel DIscussion 2015


In many industries entry level hiring still continues to be a major chunk of the total talent requirements in any given year.  In the IT industry for e.g.  about 10% of head count or more is added every year from entry level candidates.  The same is reflected for Business Process Services.  Hence it is very important Challenges in entry level hiring faced by Industry Today... Excerpts from Discussion as the last SHRM meet

Key challenges for BPS Industry included

a) Awareness of the industry

b) Curriculum and knowledge gaps

c) Low attractiveness of Tier 2 and 3 locations





Other Related links

Now Don't Junk that Degree Please

BPS Industry Need for Mainstream Curriculum

Friday, February 12, 2016

Bring Focus on How and Why in Performance Management

Everyone seems to be jumping right onto the band wagon.  Bell curve has become "passe"... So what's the in thing....  That's a million dollar question.

A clear mandate now would be to go back to the basics.  Pressure would now mount on such systems which have done away with Brother Bell to actually motivate performance and no longer manage it..

This is going to mean

a)  Regular and precise goal setting
b) Clarifying understanding and expectations of the goals
c) Reviewing periodically and being transparent on the achievement / non achievement
d) Understanding what went wrong and what could be done better.

Over and above is the substantive element that needs to be covered.

One objective of a good performance management framework is to drive the right kind of behaviors within your organization and its various entities.   How does this happen? By Setting Targets and Goals with qualifiers.  It is important to emphasize both "how" and "why" aspects when setting goals and not just the focus on "what".  It has to be a deliberate attempt and should not be left to chance.

Take for example the highest achiever of sales in Pharma Co (name is irrelevant).  Here was Madan the highest grosser on sales.  For eight quarters he clocked over 40% growth each quarter and was the star salesman two years in a row.  About 9 months later when a new drug was launched by the competition the skeletons tumbled out of the cupboard.    Madan used his smooth talking skills and network with stockists to off take and store more than they needed and the inventory went piling up finally leading to zero off take in two quarters when things got tough.

We don’t need to mention the fake invoice generation by “unscrupulous” employees to show higher sales.  This happens in various industries and google your way to “Billing Scams”
So if you are looking for good behaviors aligned to your organizations value system then you need to ensure the “desired behaviors” are brought into focus.

This can be done through combination of the Performance Management and the Competency System.   The PMS should focus on the goals the “how” and “why” along with the “what”.   The managers should ensure that they anticipate how things can “Go Wrong” and discuss these with their teams in the process of setting goals.   
The competency framework should ensure that the behaviors of the competencies (managerial and leadership) do cover behavioral aspects of “how” apart from defining the core job related behaviors of the given role.

Focusing on just numbers,  targets and deliverable s you might end up like the proverbial  missing the woods for the trees.

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