HR in the Times of Slowdown

Slowdown may not be all that bad for organizations if they retain the balance to pull out all those quadrant two items that never saw daylight during long period of growth.

Here’s a list of things that HR departments may want to run through;

1. Take time from CEO and run through manpower plan just in case it was given to you before mid-September 2008.

2. If you’re still hiring, take a hard look at salary structures that you’d offer. You’ll be surprised how much de-risking you can do for your organization now.

3. Offer a salary correction rather than raise at interview. Remember if all assets were over valued, so was human asset and there is no reason that later shouldn’t get corrected. My guess is 20 – 25% correction is a fare call.

4. Functions where deliverables can be easily measured, keep performance linkages to payouts. You can provide for higher payouts on better performance considering value of high performance during slowdown can be much more than usual days.

5. It’s a great time to test senior management commitments, propose a salary cut. Up to 15% salary cut doesn’t hurt anyone’s lifestyle at senior level.

6. While you look at costs, please note that cutting a few cups of tea may not impact costs much but can cause discomfort to large part of the team, so avoid high visibility low impact calls.

7. This is a great time to bring everyone’s attention to performance. Leaders can inspire people to deliver unexpected performances in tough times. This has been seen during wars, natural calamities time and again.

8. Lastly do not stop smiling, playing, movies, rewards, recognitions. Interact with teams regularly and in high spirits. Listen to some Bob Dylan...times they are a changin... :)

Monday Morning at Diamond Mine

"There's a Diamond in each one of you" - were the words with which we started this work week. Not a bad start would say even the pessimists.

Team members of Rigved - The retail Infrastructure company headquartered in Mumbai were not showing any signs of Monday morning blues when I walked in for the session. A neat rug on the floor of the conference room was the seat for all from CEO to the Office boy all sitting at random. And while the facilitator moved on to variety of things from small prayer to, moments of silence, deep breathing, praising the colleague, some self discovery, I remained amazed at how an hour on Monday morning can energize teams for the day, the week and may be longer. For some members, this was the first session to see how each member has things to deal with, for some the rare praise from someone they never thought even looks at them.

I have by now met at least 100 - 200 CEOs who have spoken about transformation of their teams. I have seen less than 5 really attempting that. A few more have delegated it to senior people (you can guess the result).

So what did Nirav do? You walk into Rigved office and you'd realize the attention of the CEO in everything around. Colours please you, walls talk, reception lets you catch a breath, you can visit rest room without infection worries and I can go on and on... point is, these are not small things for Rigved, these are essentials. No surprise then, that Nirav doesn't find it difficult to find that hour on Monday morning, when team members get their concentration right and warm up with other members to head into the work week.

Rigved operates in fiercely competitive space and they know how to fight it out. So next time you want transformation, don't talk.....take a walk around work bay, you'll know where to start...

Got the guy...Induct him Boss!!!

Having gone through number of functional induction presentations, I thought it might be a good idea to just write about what we want to achieve through this induction. So here's my view....

Objectives of functional induction

1. To reassure the new member about her decision of joining the team.
2. To introduce the member to other members in the team.
3. To connect the member to History and Decorations of the team
4. To pictorially depict departments delivery commitments to company.
5. To describe department work flow.
6. To describe work styles and things that matter.
7. To apprise of frequently faced challenges.
8. To suggest names of team members who can be approached for initial handholding.

Apart from this, member should be taken through demands of her role, work relationships, KRAs and intial training if need be.

Please note that induction can be interesting or boring, based on how the presentation is made and delivered. Do not hesitate in taking professional help from designer to put together a great ppt. This is also the first time the new member would be judging you, so be the Boss :)

Happy Birthday Rachana

Where's MOM?

You can make out the difference between companies that respect MOM and those that don't.

Yes, I am talking about "Minutes of the Meeting". Its a surprise to find that though such a simple tool, MOM gets sheer neglect in so many organizations. I find MOM simple and highly effective tool to drive weekly kind of routine. In fact I think MOM can replace every other planning tool that people juggle with in day to day work, just paste last week's MOM right in front and keep striking.

May be it starts at taking notes right during review or weekly meetings, but once recorded along with action items and timelines, it can act as a single tool binding all teams and all committments.

So while corporate India, gets down to learning Chinese, spending an hour on how to write MOMs can be highly rewarding.

Next weekly meeting, ask, Where's MOM :)

Get a Manager - set KRAs right !!!

How to make a manager do his job?

A run through the manager hiring process in companies tells a story - that no one differentiates managers from frontline staff and hence hiring basis remains the same - is he good at work.

Now the big question is "What is work for a manager", writing codes, getting sales orders, attending client complaints or hiring team, making plans, communicating, motivating team, reviewing performance.

Love for action orientation of entrepreneurial leadership teams has completely eroded role for managers which has become almost same as frontline. What can managers do, leaders themselves are doing frontline work themselves leaving no space for managers to do their real job. And frontline is wondering why they were hired in first place.

Job of a manager is not doing but getting done and only if this is clear can a manager focus on right deliverables like team formation, risk mitigation, monitoring, coaching, redundancy building. This way managers can contribute significantly towards organizational goals.

Starting point in this direction can be setting manager's KRAs right. Try not to put more than 50% weight on core output putting rest across team building, planning, review, derisking their deliveries, coaching teams, innovation etc.

Similarly while hiring managers, assessment must be done on managerial qualities as indicated above. Remember a good manager can give performance upside from whole team, so do not waste talent letting him write codes.

Comments/ questions can be directed to prashant@plughr.com

Indian Appraisal Time

Its appraisal time in India - an activity where whole corporate India would spend time and effort. Believe it or not, performance appraisal is one of the most wonderful activities in the entire gamut of human resource management for managers.

Here is a list of advantages that performance appraisal offers to all stakeholders.

It is an opportunity for individuals to take stock of the whole year’s effort which would have seen good days and bad, accolades and brickbats, upbeat moments and stressful nights. Annual appraisal is time to unwind a bit and look back at those moments with the luxury of having passed through them.
For managers, its time to spend some quality time with team members when the agenda is not around consuming alcohol. Almost 80% managers would find this as the only time they got discussing work-life one to one with team. Smart managers would also find huge value in feedbacks from their team members around their own performance, behavior and get direct insights into what works directly from their consumers.
For organization, its an opportunity where by virtue of quality time being spent in the belly of management, huge value can get generated. Appraisal also provides for normalization of relationships, smoothening of operational kinks etc.

Now I can write a book on possible gains but I guess you’ve got the point. This whole gain rests on one fact i.e. Quality time spent during appraisal. So here’s a way to spend that quality time.

1. Appraisal is a two way process and should be conducted that way. Its important to check convenience of people to set appraisal appointment. Both people involved must do some preparation in terms of putting together indicators of performance. Preparatory notes should be made for discussing conflicts, confusions or disagreements.
2. Its advised to chose business hours to conduct appraisals, avoid early morning or late evening when unnatural pressures like reaching in time or leaving for home apply. Remember appraisal discussion is not additional work, on appraisal day, this discussion is THE WORK.
3. The value of learning, exploring and discussing would get realized if listening and talking is balanced properly. Managers must give their team members opportunity to talk enough. Members should be encouraged to discuss facts and data behind their assumptions. Insights would come out only if both work together on highlighted areas.
4. If for some reason argument erupts, it’s a good idea to take a break and again start discussions. There is no hard and fast format of conducting appraisal, mutual comfort is paramount. Also note down things on paper after some amount of talking has happened, its not required that from first sentence everything should be written down.

Quick points to remember

1. Appraisal is a much team member’s activity as it is for manager.
2. Any conversation that begins on pleasant note has higher chances of creating value.
3. Lot of times perceptions speak where as fact have to be found out. Find facts together.
4. Outcome of appraisal is not the paper, neither is it a rating, true outcome is the quality time spent between member and manager discussing performance issues, organization issues and methodologies to do better over time.
5. Increments, bonuses and other rewards only have a connection with appraisal process but that’s not the purpose of doing appraisals.
6. Last but not the least everyone has a right to disagree.

Please feel free to write to prashant@plughr.com if you have a direct question around the subject. Be patient for the reply, its appraisal time :)

Ethical dilemmas in field research

Human Resources teams across organizations represent managements, managers, employees and are most of the time privi to lot more information than others. Either formally or informally HR professionals do engage in information collection at various levels in the organization to be able to do their job better.

I came across this very interesting article on research ethics in IJME (Indian Journal of Medical Ethics) that talks about dilemmas faced by professionals while they undertake fieldwork with a defined objective. How they end up involuntarily gathering information which is different from and more than required, how interest of respondents becomes important, how current scenario can create a diversion to planned research. Read the full article on www.ijme.in/161re22.html

Interesting reading for HR professionals who can relate this to field research that they do in their organizations and around.

Article is written by Qudsiya Contractor - a social scientist based out of Scotland. The piece was written during her stay in Mumbai. She also happens to be an alumnus of TISS Mumbai. Comments can be mailed to qudsiya.contractor@gmail.com

HR can build a business

So I am at it again, professing the role of HR as one that builds business right from the core rather than playing people charmer in organizations. In most of our start-up accounts, we have started realizing that one of the severe limitations founders have here is their inability to put discipline in most of their initiatives. So you have a business desire with very little plan, you have hiring ambition with very little form filling, organization structure that resembles flow of neurons in their head and business ideas that move like Amoeba.

One significant contribution that plugHR team seems to be making at these places is forcing discipline across levels. Need to make a manpower plan is forcing founders to write their business plans. Policy structure document is making neurons work overtime and we have tried to save the organization from ever changing Amoeba. Can't say we've succedded all along, but attempting is pretty much half way through.

So when start-up goes on overdrive, you better have plugHR on the navigator seat :)

The Economic Times High Flier talks of plugHR

The Economic Times on 25th December featured plugHR in its "High Flier" section while talking about "Out of the Box Successes". Article also highlighted the entrepreneurial spirit and courage displayed by plugHR CEO in letting go the high paying job opportunities in order to chase his ambition of creating something on his own out of scratch.

Here is the article copied and pasted below verbatim:

PLUGGED GLORY

Working in the telecom sector, post a degree from Symbiosis, specialising in marketing, basically means that your life is set for the next decade or so. And when other leading MNCs come to you and offer you a better job on a platter, would you jump to take it or ponder over it and refuse the job offer so that you can start something on your own? Prashant Bhaskar decided he rather take a chance then sit in a cubicle and work under someone. “It was during my early tenures, many CEOs and HR professionals expressed the need of grappling with the task of hiring and holding people. I realised that while hiring had got enough attention, there wasn’t much help available around holding people. It seemed like an untapped business opportunity and I got down to creating products around this,” recalls Prashant Bhaskar, Founder & CEO, plugHR. Starting something completely out of one’s skin seems like a difficult job. Though Bhaskar could have opted for any job he wanted, he decided against it. He says working under someone else doesn’t really allow one to innovate, take risk and attempt exceptional rewards. Does Bhaskar miss applying his educational knowledge at work? He disagrees, “Education is never a waste. I do not regret not taking those high paying jobs as I felt that I served my ambition.”

plugHR launches plugPal

Finally over 1000 members of plugHR are relieved to find plugPal as a neutral financial planning and advisory tool available to them right through the year. PlugPal promises to provide top of the line wealth management platform to members allowing them to take control of their investments, tax planning, insurance and real estate needs. From advisory support to desktop processing of transactions, everything would be available in a secure environment of their own workplace.
PlugPal is powered by plugHR and Park Financial Advisors thus providing both financial expertise and care of HR.

Hemant and Neha spent good amount of time learning core Engineering stuff on the shop floor at plugHR's client where they had been deputed.

Hemant is part of HR operations group at plugHR. We insist on hands on induction of staff on core business areas of the organization. It is only then that they understand the value of their own work and realize how it connects with the final consumer. Business induction also aligns them with common goal while giving them content to value the work done by others. For human resources team, a good business induction can mean great cultural immersion, peer level rapport building, exposure to real strengths of organization and development of that gut feeling which is so required while hiring talent for organization.

Doesn't matter what education they come from, business inducton can be done for all for any business. If Hemant can talk about Stone & Cement Mixers of all sizes and inclination after a day's induction, you might not need that Engineering degree.

Neha is back to her business school ofcourse.....

plugHR launches "sharedPages" - The Book Club

In most of my meetings with senior management at corporates, training needs are discussed without exception. In almost 80% cases the need is severly felt in behavioural & attitudinal enlightenment space rather than core skills.

This makes the job difficult because unlike skill training that revolves around transfer of skill and then fine tuning through practise, behavioural changes are more evolutionery in speed. Behaviour, beliefs and attitudes developed over some 25-30 years of cconditioning do not get addressed in 3 day seminars. At best these efforts can act as triggers through which one can identify and establish the need to change.

Actual process of change is more long term, self driven and isolated attempt in most cases. In absence of a robust mentoring machinery around this goal in organization, learning material like books, movies, cases etc can provide enthusiasts with the required armery.

Having entrusted with the task of talent development at our client organizations, plugHR initiated an attempt in that direction by launching sharedPages - A book Club that allows members to benefit from recommended selection of such learning content without investing time & money.

Currently launched as a private club for plugHR employees and those of its clients, sharedPages works through close relationship with organizations.

Check out www.sharedPages.wordpress.com for more details.

sharedPages is on now!!! Happy reading.....

Chasing the count

This is straight from the mouth of a seasoned Managing Director (not from the internet boom produce)of an Engineering company. While the thoughts were guided to his team of functional heads, I think they can help a larger audience & they are simple.

One of the important and perennial task that managers do is setting objectives/ goals/ targets (this differentiation is a debate for another day). We are not new to seeing slides like Q2 target - better customer service, higher revenue, improved team morale and this day was no different. These goals have no accountability, no direction (some direction), little measurability and do no good to anyone.

Mind is very capable of following defined goals, as defined as it can get. The trigger for the good chase is putting the count in. So better customer service can be two ring pick up on service line, bringing first expert connect time down to 2 hours from current 4. Improved team morale can be drop in absenteeism, no resignation in the quarter,60% team members overachieve targets.

Once counts are in place, it becomes easier for the mind to organize time, energy, coordination to put the right chase. It also allows mind to measure, re-strategise and stretch.

So if you're really keen on winning the chase, help yourself, help your mind... everything falls in place.

MD says it all.

Dangerous Indifference

Yesterday's editorial touched on how everyday indifference of friends & family concerning dangerous inclinations of young minds can be blamed for such minds eventually crossing line. This was in context of Haneef & Kafeel, whose slide to extremist mindset is said to have happened over a period and no one in known circles stepped in to rescue young boys.

Indifference is well known to us. Right from poor roads, to lost playgrounds, to flooding cities, to dengue infested localities we've got a lot from it.

Why it figures here on a board that normally talks organization matters is because indifference hit organization big time. Often things about someone unhappy with boss, someone leaving organization (or taking interviews), someone bullying newcomers get known to staff members much earlier. Members normally consider it part of worklife and rarely attempt to counsel the colleague around organizational advantage. This responsibility is easily left to HR or CEO or immediate supervisor, who normally are not networked enough to have knowledge ahead.

What all fail to realize is that in the end its the part of their own ecosystem and any adverse development for ecosystem will sonner or later catch up with them. So in case of a great sales performer leaving the company, colleagues get affected by loss of performance of company (may be strengthening of competitor), lower profits, lower bonuses for all, additional pressure on existing staff etc.

So is there a way to beat indifference in real world organizations? Yes, just like there are communities, societies, groups that have beaten it in other walks of life. But ofcourse it requires effort.

A few things organizations can do is to create community groups comprising of employees across functions around focus area like " workplace improvement", "destress group", "employee retention group", nasty boss management group", "troubleshooting group" and as many as need be. Involvement with such groups would enhance ownership sense within employees and would show them the way to handle issues at their level itself.

But then what will HR do? Thats for some other day..... :)

Angry MD

In less than one month I have come across three senior level professionals who confessed to be in a state of concern around their own temper. This included two MDs, one of them only marginally considers it an issue.

Bad temprament at the top can be very expensive for both the organization and shareholders. How much shareholders pay in terms of lost performance because of hot temperament of senior management would be indeed an interesting exercise - at least as interesting as Mckinsey's TCJ (total cost of jerks) if not more. But lemme anyways put down a few very logical damages that these top managers end up incurring on their companies:

• Hot tempramental leaders are less likely to create creative & high initiative teams.
• In fact they proactively end up killing initiative and promoting fear.
• Lot of company's time goes in discussing & managing trivia.
• Dressing up becomes important for everyone to avoid conflicts.
• Only a mad man would bring up bad news to these MDs.

In current organizational formations, when frontline staff and managers are often well educated and trained professionally, leadership teams would do well focussing more on providing guidance, future direction, knowledge sharing, employee welfare and promoting a culture of fearlessness, intrapreneurship, performance.

A few minutes of Yoga or meditations would be time well spent for top managers....well for shareholders - paying for Yoga would be cheaper.... :)

Recruitment Freakonomics

This came through just yesterday whie I was talking to Senior Vice President of large listed public company. Ofcourse I used Steven Levitt's freakonomical model to build the relationship clear.

The way almost all recruitment firms operate commercially is that they make money when an employee is successfully placed in an organization. For each such hiring, firm makes a cool 10 - 20% of the annual salary of the employee. That the employee is "the right guy" doesn't play any role in determining the payout. Ofcourse there are clauses & terms that do no good......here are a few freakonomical pointers to how things really are:

1. Larger the attrition in the account, larger the potential business for the firm.

2. If the firm places people who stay forever, it is killing its own market.

3. If successful placement is the key, dressing up candidate seems business need.

4. Best guy comes your way if your commercial term is relatively superior to other contracts.

5. Superstar will to the highest bidder, not to him but to the firm.

We can agree or we can find out........long live Levitt...

A great appraisal challenge !!!

Imagine getting into a new client relationship at apparaisal time and finding that some fifty professionals need to be appraised in absence of any suggested KRAs. Further more their roles also may not be defined clearly and both they and their managers cary different versions about their roles.

Now imagine you are in charge for pulling off this appraisal and there is a deadline. You are wishing you were better dead. So did we.

Thanks to survivor skills of our Group Manager that we really pulled it off after some intense discussions, definitions, form filling, processing and late night coffees.

While India seems to be on a one way journey of growth, state of affairs within organizations remains pretty dismal as far as organization building is concerned. Short cut seems to be the flavor at both companies and training schools thus making original work uninitiated & unrewarded.

plugHR's own research points out clearly that top reason for high attrition in companies is not salaries at all but absence of basic people management practices apart from faith in senior management.

Its time for coporate India to revisit basics we guess and put money where the mouth is. HR is the mouth :)