Thứ Sáu, 29 tháng 7, 2016

QUIZ: Are you enthusiastic, or are you a kiss-up?

QUIZ: Are you enthusiastic, or are you a kiss-up?

Some people are naturally more energetic, positive and enthusiastic than others, and then there are the people who channel those emotions and actions into advantageous relationships, also known as kiss-ups.

Do you use a lot of exclamation marks when you send an email?! Is the status report of every project you’re working on “Great!”? Do you have a handshake that could give whiplash to someone’s wrist if you’re not careful?

Some people are naturally more energetic, positive and enthusiastic than others, and then there are the people who channel those emotions and actions into advantageous relationships, also known as kiss-ups. While it’s fine to be a hard worker and bring your enthusiasm to the role, you risk your reputation and relationships with co-workers if your behavior more closely resembles manipulation, and nobody wins in that scenario. Avoid the drama and take this quiz to find out if you’re simply enthusiastic or acting like a kiss-up.

1. Have you ever brought in coffee or snacks for your boss?

A. Yes, but they were also for the department to enjoy.
B. No, that’s not part of my job.
C. Yes, every Monday morning I bring her favorite coffee and muffin from the café across town.

2. How often do you volunteer for the projects nobody wants?

A. I’ve stepped up and taken projects that weren’t my favorite -- but it felt good to get the work done.
B. Never…other people usually end up taking them and I’m fine with that.
C. As often as I can! I know my boss will notice and reward my efforts.

3. Who do you usually talk to at the office holiday party?

A. My co-workers, the boss, my co-workers’ guests, the cleaning staff, the caterers…
B. The same people I talk to at work and maybe their guests.
C. My boss and her husband, her boss, human resources and any other important power players.

4. Do you ever stay late or work weekends if there’s a bigger workload?

A. Sure! If the work can’t get done on normal hours, I don’t mind taking the extra time to do it right.
B. I’ve had to, but I wouldn’t volunteer my time if I could get the deadline moved to accommodate the workload.
C. One time I didn’t while my boss was on vacation, but most of the time I’m the first to volunteer to stay late.

5. Your boss made a major financial mistake and the department is in serious trouble. What do you do?

A. If the mistake can be fixed, I’ll try to help. Otherwise, there’s not much I can do.
B. Nothing -- it wasn’t my fault, right?
C. I confidentially tell my boss that I can take the blame for this mistake if it means I’ll be rewarded for my loyalty later.

Mostly A’s: You’re enthusiastic. The energy you bring to your job is contagious, and your co-workers are likely glad to have you around. From helping with unsavory projects to being social at company parties, you’re a strong member of the team and when you’re not around, people miss your presence. There’s never a quiet brainstorm session when you’re in attendance, and waiting at the microwave in the break room isn’t too awkward, thanks to your steady stream of conversation. All in all, your enthusiasm is a valuable asset to your career. Just make sure your emails aren’t solely punctuated by exclamation marks.

Mostly B’s: You’re a killjoy. You don’t need to have a smile on your face every day to do a good job at work, but your morose attitude isn’t doing you any favors. It doesn’t seem like you’re networking within your company or outside of it, and your refusal to lend an extra helping hand is likely preventing you from establishing new relationships or earning the trust of your co-workers. Remember that extra work and achievements are the way to move forward in your career, and the attitude that you have during those accomplishments is what sets you apart -- for better or for worse.

Mostly C’s: You’re a kiss-up. It’s great that you’re so eager to help a team member or be there to support your boss, but it’s clear that you’re out for the approval of upper management instead of letting your achievements speak for themselves. In fact, what achievements do you have? If you’re more memorable for always standing in the boss’s shadow than for the successful project you headed last quarter, it’s time to rethink your priorities and establish a game plan that puts you and your hard work front and center.

(Picture Source: Internet)
HRVietnam - Collected
Human resources hacks for the bootstrapped startup
Your startup needs a human resources department. But in lieu of one, here are some tricks to encourage employee engagement, retention, and team collaboration
Former General Electric CEO and big name in business coaching Jack Welch said, “Without doubt, the head of HR should be the second most important person in any organization.” And yet, like the misguided “those who can’t do, teach” axiom, we like to cast aside human resources as the C students in business school. That’s a mistake.
In reality, human resources is probably the most under-utilized branch of any organization. Ande in the startup world, which spends so much time focusing on hiring the CTO, CFO, and heads of sales and marketing, human resources becomes a complete afterthought. That’s an even bigger mistake.
“Even if your company is too small to have its own HR department, somebody has to be doing HR,” Welch wrote in his book Winning. He thinks there are three reasons an HR team is the most commonly undervalued one:
1. Human resources is hard to quantify.
2. Human resources is just administrative tasks.
3. Human resources is a mix of town crier and your favorite soap opera.
Yes the human resources department usually handles the always important tasks of hiring and payroll, but there’s more purpose in what they do.
What should be the true purpose of HR?
Human resources should work to encourage employee retention, team collaboration and intrinsic motivation. A good HR department (or acceptable replacement) will:
– Mediate differences and disagreements between teammates
– Help managers nurture leaders and advance careers
– Lend an ear to employee feedback (and venting)
– Guide processes for offering feedback to your employees
– Drive overall motivation for the company
In pretty much every startup or small business I’ve worked with, either the CEO or his lackey did the basic functions of HR — payroll and signing paychecks, tax paperwork, made final hiring and firing decisions — while nobody performed any of those five equally important HR duties.
I’ve learned that if you don’t pay someone, they’ll leave immediately; if you don’t acknowledge their work and nurture their growth, they’ll leave eventually. When your team is so small, you simply cannot afford to risk demotivating or losing staff.
How to act the human resources role if you can’t afford to hire someone
If you can’t afford contracting a full-time HR person, there is definitely more you can do as the CEO of your small business. The responsibility of catering your business to your human resources also lies with all team members: You just need to provide them the tools and education to do just that.
Publicly acknowledge teammates
A rather pessimist species, human beings lose an assumption of value at a rather young age. We are more likely to assume we are doing something wrong if we hear nothing. And when we do receive recognition, it’s often given in private, which does nothing for team building either. Acknowledging our colleagues must be a group effort, where everyone has an equal opportunity to celebrate successes regularly.
Some offices have a bell or a gong that anyone can ring when they have something exciting to announce. Other offices have what Virgin calls Rippas or many other call Kudos. Simply set up a slotted box where people can add their own small notes of thanks and acknowledgement. At the end of the month, you can have a small celebration, reading aloud what colleagues have written — maybe even using it as a raffle for a small prize like movie tickets or leaving a couple hours early next Friday — or you can proudly display the Kudos in a break room or your front lobby.
Work on a remote team? Use this free Kudo Box tool to tweet your gratitude!
Offer feedback early and often
   “Performance appraisal has become more than a management tool. It has grown into a cultural, almost anthropological symbol of the parental, boss-subordinate relationship that is characteristic of patriarchal organizations.” – Abolishing Performance Appraisals by Tom Coens and Mary Jenkins.
Things move way too fast in the startup world to wait for annual performance appraisals: It’s simply too little too late. And let’s face it, both sides find them incredibly uncomfortable. So, how can an alternative to performance appraisals fit into your already overbooked entrepreneur schedule?
First, performance conversations must happen at least quarterly, so goal-setting and progress reviews are as agile as your business. That feedback must be offered based on specific observations and come paired with suggestions for improvement. And since every team member is really busy, when you want something to be understood and remembered, write it down. We have this neat tool where we can email feedback, but remember that you need to then take extra care to put it in the right context and portray the right emotional intent.
“Among systems thinkers, it is well-known that 95 percent of the performance of an organization is the result of the whole system, not the individual people. It makes little sense to have performance appraisals with individual employees!” argues management guru Jurgen Appelo. But since we’re stuck with something like them, he suggests you end each conversation with what he calls a Feedback Wrap, which involves staying focused on both personal improvement and systematic improvement.
Find out what perks they really want
Sure we’d all enjoy an on-site masseuse like Google or remote-controlled stand-up workstations like Zendesk, but would that make us better workers? Others would love a quiet room with a sofa or beanbags that gives them a place to decompress or catnap. Maybe they want the coworking classic of a ping pong table (or maybe that’d really drive them nuts.) Some would rather work 45 minutes later Monday through Thursday in order to get out at lunchtime on Friday. Maybe they’d like a monthly potluck or holiday celebration. Maybe they’d like to create a company basketball team with matching t-shirts.
Or maybe they would be really motivated by the freedom to take a day off without giving notice or knowing that they have a literal stake in the company by being given stock options.
A lot of CEOs try to mimic what the “cool kids” like Google, Apple or Lego are doing, but what works for them won’t necessarily work for your team. It’s important that you talk to your team and find out what they’d really like, what would make them more comfortable so they could focus on work.
How do you do HR?
I love this quote from the Founder Institute: “Your company is only as good as the people building it.” Yes, I know you’re busy, but your team — not the customers, not the product — is the most important part of your business. Each of these tricks, like all good long-term motivation practices have these things in common:
– They only take a few minutes’ commitment a week
– Involve the whole team
– Treat everyone as equal
– Have open lines of communication
– Build trust
What are your HR hacks for the bootstrapped startup?
The views expressed are of the author.

Thứ Tư, 27 tháng 7, 2016

Rethinking HR in banking

The book 'The Future of human resource Management' edited by three vanguard HR professionals: Mike Losey, Dave Ulrich, and Sue Meisinger sparked me. The book is an eclectic mix of articles written by 64 HR thought leaders. These stellar academics, consultants, and practitioners look at the future of human resources and explore the critical HR issues of today and tomorrow. The book reveals how leading companies hire and retain their talents, explore HR's role in brand development, highlights HR's contribution to business strategy and many more. While reading the book, I was pondering about the current and future HR issues in banking. I would like to share some glimpses of my musings in this article.

In any organisations, HR professionals turn organisational aspirations (mission) into actions. To carry out this, they generally focus organisation's three attributes: talent, cultures and leadership. Talent encompasses competence (skills and abilities), commitment (willingness to engage and work hard), and contribution (ability to find meaning from the work) of the entire human resources of the organisation. Culture entails the right organisational capabilities that enable to shape an identity outside and pattern of behaviour inside the organisation. And, leadership includes the succession planning in such a way that the leaders throughout the organisation are focused on the right things and execute strategy in right ways.

As banking is a service industry, Human Resource Management (HRM) plays an instrumental role for banks. Management of people and management of risk are generally two factors that determine the success in the banking business. But efficient risk management may not be possible without efficient and skilled manpower. So banking has been and will always be a 'People Business'. As skilled manpower is becoming scarce both in quality and quantity, it is quite straightforward that they need to be properly managed for the benefit of society, in general, and of the bank in particular.

Apt manpower planning integrated with the business plan and strategy of the bank is a pivotal part in HRM. It captures the type of people a bank requires, the level at which they are required and clearly defined roles for everyone. This plan may also entail lifecycle approach of an employee from his/her joining to retirement, steady, carefully calibrated recruitment programme, and cultural adjustments and change management among various generations of employees.

In recruitment stage, banks need to revisit their existing recruitment strategy to review whether they target right kind of people. For example, if the competitive advantage of a bank is mass banking with a lot of rural branches, then the bank naturally structures its recruitment strategy to attract the talents who have the right attitude to work in rural areas to serve the mass people. As a result, in addition to problem solving skills, various psychological skills may be incorporated in the recruitment test. In lateral recruitment, banks may think to induct professionals outside the banking with specific skill sets and experience pool.

Though competitive remuneration is a vital reason why people select and stay with a particular bank, other factors such as images, especially in transparent situations with a high level of competitiveness of the bank, training and re-skilling of employees, performance measurement, promotion policy, transfer policy, talent management, communication, etc are also crucial for employee retention. The changing nature of banking business requires massive re-skilling of the existing workforce and continuous skill up-gradation. Online platforms may be used for in-house training facilities. Banks may cut layers of bureaucracy that have created over the years and adopt an effective way of delegation to empower their people.

Exit interviews of the employees may be an effective way to determine why people are leaving the banks. It will not only help to find out intrinsic system failures in the banks, but also gain some effective recommendation to develop them. Banks may leverage the inherent loyalty of their retired people in brand building efforts, financial inclusion initiatives and other non-financial activities.

Mohammad Arifur Rahman | thefinancialexpress-bd.Com
Why more women should have mentors

Many successful women cite having had a mentor as the biggest influence in their career.

Sheryl Sandberg and Meg Whitman had mentors. So did Tina Fey. Why don’t you?

Many successful women cite having had a mentor as the biggest influence in their career. So, if we all know it’s important, then why don’t more of us have them and how do we get one?

Where the mentor gap begins

According to the Harvard Business Review, one of the biggest problems for women seems to be that we don’t seek out mentors the way men do, and when we do, those mentors are usually in a less senior position than the mentors men choose.

The other factor is time. As women, we typically have the added burden of doing the majority of the work-life balancing. As a result, women who obtain powerful positions in their careers and have families often have less time to offer formal mentoring to others, even if they have benefited from it themselves.

Women are projected to make up 51 percent of the workforce by 2018. To ensure that we grow to our full potential, finding a mentor needs to become a priority.

While bluntly asking someone to be your mentor can be effective, mentorship usually happens when your good work gets the attention of your boss or someone in a higher position sees you as a younger version of themselves, inspiring her to take you under her wing.

When you’re in the spotlight for a job well done, take a moment to speak to your supervisor, the CEO or someone else you feel will be able to best guide you. Discuss your work, where you see yourself going and ask for advice on how to get there. You can ask for monthly touch-base meetings or whatever your soon-to-be-mentor’s schedule will allow.

In essence, you’re asking without asking, and hopefully the relationship grows and evolves organically.

The rules of finding a mentor
We all have friends whose career trajectories we admire and simultaneously think to ourselves, how did they get to where they are? Naturally a lot of hard work was involved but if you actually dig, you may find that one or more mentors were involved along the way. In my life, that friend is Kristen Ferraro. I’ve watched her career progress from administrative roles to her current position asGlobal Manager, Customer Engagement and CRM Strategy for Cigna.When I told her about this article, she was more than happy to share how mentors positively impacted her professional development and helped her take her career to the next level.

1. Start early
At the onset of our careers, we’re still learning the ropes and aren’t as confident. It’s hard not to take things personally when interactions at the office are less-than-friendly. Ferraro was fortunate to find a mentor early in her professional career to teach her these lessons and serve as a touchstone whenever needed. Her second office job was at Edge Trade (eventually acquired by Knight Capital Group), and then-CFO Norman Schwartz saw that Ferraro sometimes struggled with the more difficult personalities in the office. He took her aside and gave her the best professional advice anyone has ever given her: “Don’t take things personally.” What this advice did was help her take a step back and see the bigger picture and to figure out what she could and couldn’t control. “You’re not here to make friends,” he said. “You’re here to do a job. Stay focused on the work and the goals of the company.”

2. Have support outside of the workplace
Ferraro’s father, Ralph, is an educator and always encouraged her to face any challenge head on. Whenever she’d complain about work-related issues, he’d push her to address them and advise that working to overcome the issues would make her a better professional and a better person. Ralph is living proof that there is no challenge you should back down from. When faced with the devastating news that he had cancer and was given six months to live, he fought for his life. Today Ralph stands as a medical miracle, cancer free, and a constant inspiration to his daughter to tackle any challenge, no matter how big.

3. You never outgrow mentorships
The need for a mentor later in your career is just as critical as having one at the start. As competition for higher-level positions becomes fiercer, having someone that can help catapult your career to the next level is imperative. Once again, Ferraro found that person when applying for her current job. Ferraro and her interviewer Michele Paige instantly hit it off during the interview process, and she was offered the job. From day one, Paige shared her desire to help Ferraro develop. She advised her to take a skills assessment test so they could identify areas of strength and align them with her work and projects. Then they’d identify areas for improvement and work on developing them.

Mentoring takes time and dedication, but it is a valued relationship for both parties involved and can offer just as much to the mentor as it does the mentee: A fresh perspective on the work at hand, the opportunity to keep your skills sharp and a personal sense of reward from seeing the positive effects your actions have had on someone else. Indeed, Ferraro herself is currently mentoring interns within her organization and states, “It’s a great way to remind myself of the valuable lessons I've learned along my own journey."

(Picture Source: Internet)
HRVietnam - Collected