Because, top performers live in a virtuous cycle of great output, great feedback, more great output and more great feedback. They get much love on a daily basis that the extra PR make them much happier. More important is to learn from your best performers. – Laszlo Bock, Senior Vice President of People Operations at Google, Inc.Bock asserted how every company has the seeds of its future success ingrained in its best people. But most companies fail as because they fail to notice the seeds. Google study its best people very closely, as Jennifer Kurkoski and Brian Welle co- founded the People and Innovation Lab (PiLab), an internal research team and think tank with mandate to advance the science of how people experience work. PiLab scientists had PhDs on sociology, psychology, economics and organizational behavior and have moved into leadership roles to apply their research skills of organizational benefits and meet challenges. Michelle Donovan- director of talent development and Neal Patel, technical project lead of the human/social dynamics program was looking for a way to optimize management and have it organically fit within Google’s unique culture. They came up with their flagship program- Project Oxygen. Through this project they found that switching employees from lowest quartile (based on performance and happiness index of team) of managers to highest quartile of managers performed better. Likewise, a reverse mobility of employees i.e. from higher quartile to lower quartile will inevitably diminish the overall performance and confidence of the employee. Based on this research, Patel and Donovan developed a semiannual “Upward Feedback Survey”- a tool to rate their respective managers anonymously. Each manager then gets a report with percentages of favorable answers, measured against their last report and the global average. Google strongly encourage its managers to share the results with their respective teams to foster a discussion on how to lead better.
Is your business facing high attrition? Does performance of your best employee drooping suddenly? Are your employees seeking leave with illegit excuses? Are you getting compelled to atrite any of your old employees on disciplinarian grounds? Then there must be some serious problem lurking high on your business and it’s prospect.
Even though the problems are seemingly diverse but if remain ignored, these problems certainly culminates in irrevocable loss of business and revenue prospect. Hence, no matter what excuses do they give but high attrition, drooping performance of employees are issues awaiting your priority and interference.
Also read: Google HR boss explains the only 2 ways to keep your best people from quitting
I believe that when a good employee leaves a company, he/ she loses a job but the company loses a fortune. My sheer experience in HR and critical analysis of behavioral science vastly substantiate the popular belief- employees don’t leave the organization, they leave their manager/s. Managerial incompetence is the bedrock of high attrition and dearth of employee engagement.
Job role of managers in start up generation is more than that of mere accountants, supervisors or ring masters wielding whip at his employees. They should play the role of a visionary and act as doting guardians to their employees. They should learn to discern good from evil. Hence most effective managers are the ones with deeper understanding of subjects and human psyche. Managers, being the leader should be exemplary performers, motivators and honest influencers.
So what are the managerial flaws which compel good employees leave his/her job or decline employee engagement in any organization? All that I could figure out are as follows:
1) When quality of employees surpass qualities of the manager.
A good employee is not born overnight. Qualities that make an employee good are his/her long nurtured honesty, experience, family values, education, upbringing, insights, hard work, commitment and his past struggles. A credible manager sans ego should never leave a chance to admire those atttributes in others and take lessons from that person, eeven if he/ she is a junior employee. This how effecient managers learn to upgrade his business acumen and governing skills. We should remember that every dignified employee hates to get governed by incompetent managers.
2) Filthy politics in the guise of healthy competition.
The difference between the two are droll. Competitive attitude within an organization is the only attribute desired by both employees and employers. In mindless pursuit of impressing his seniors, managers tend to induce superficially concocted rivalry within organization. The manager gets elated when any of his employees bags incentives, he starts believing his connived rivalry to be the key factor. Whereas its not the rivalry but the alluring incentive scheme which might have driven the employee to excel. Thus making the existence of managers as useless and virulent to the organization.
3) Exemplifying wrong employees
- a) By misrepresentation: Exemplifying wrong employees by manipulation of performance reports. Misrepresentations can be of two ways. Either concocted reports are being escalated to higher authorities or suppressing requisite information from the concerned employee with the objective of deliberate misguidance.
- b) By attitude: Attitude of the manager towards all employees should be equal. Mentoring a team does not mean that the manager should be disgraceful to employees who doesn’t feed his/ her ego. Often its the manager who instigate and drives the behavior of other employees towards the subversive employee. Even sexual advancements by managers at workplaces are crucial factors leading to enormous attrition.
- c) Payment deferrals at random: This problem is mostly common in unorganized industries or mid level private companies. Egoist managers tend to exercise their authority to feed their own ego. Instead of regarding their designation as responsibility they start considering it as an opportunity to execute their obnoxious intentions. Deferred salary is an integral part of any organization which may cause mainly due to paucity in operational revenue. But handling such situation demands honest and competent leadership. Forwarding salary to selective employees at random; irrespective of designation, performance or intent will stoop organizational performance irrevocably.
- d) Ignoring their contributions: A good employee tends to justify himself to the company on basis of his salary but the best employee not only justifies his salary but also justifies the trust adhered to it. Passionate employees always try to look out for ways to improve their productivity and contributions to the company. The additional service which an employee renders to the company should always be recognized and appreciated. They try new avenues to increase prospects of his company as well as his own self. Managers failing to recognize and admire these resources drive the organization to HR bankruptcy.
4) Unproductive, irksome rules and regulations:
During Soviet regime, Maxim Gorky once during a conversation with his friend, V.I.Lenin did express his desire to become an official member of Bolshevik Party. Lenin negated his proposition and explained how stringent rules and disciplines of a communist party might rob Gorky off his free flowing creativity and spontaneity. Till his last days, Gorky never became a member of Bolsheviks.Yes, too much of rules and disciplines can worsen creativity and organizational performance. This is why Google has been voted 150th times for being the best company to work with. Irrelevant rules and regulations worsen organizational productivity more than anything else. Rules are imperative but leaders should know that if needed, how to tamper it for organizational benefits.
5) Myopic management
“Remember, that in 70s and 80s, there were people who negated all possibilities of computer in the process of advocating typewriters.”
Myopic management at present is the greatest threat for global business fraternity. For some myopia is a result of unprecedented accidents while for some its a significant excuse to maintain status quo. Reforms in educational system since 90s has noted a remarkable upsurge in employee workforce. However ascent of leaders with entrepreneurial potential has taken a deep plunge. Most business houses prefer to nurture and exemplify status quoists instead of risk taking leaders. Remember, that in 70s and 80s, there were people who negated all possibilities of computer while advocating for typewriters. In today’s dynamic market scenario, being non- chalant is utterly suicidal. Overtly obsequious employee tends to shirk responsibilities and decisions which may affect status quo of the organization. Businesses fail mostly in lieu of myopic perspectives of their managers. Though these status quoists can also be indispensable part of an organization- only if their job role demands them to be replicators instead of initiators (read managers/ C suite).
It’s clear that managing for the short term comes at the expense of firms’ long-term value. But what can be done to limit this type of behavior? One reason that managers engage in myopic management is that they are evaluated on current financial performance. Often, managers are rewarded for the gains but not penalized for the losses, or they are able to move on before negative consequences transpire. Companies can reduce incentives for myopic behavior by increasing vesting periods and delaying payoffs to departing executives. Firms should also look beyond their current earnings and share prices when setting performance evaluation standards. Consideration should be given to a variety of factors, both financial and non-financial. The non-financial ones need to reflect strategies with long-term value implications. For example, many of the key aspects of a brand’s strength, such as differentiation from the competition or the degree to which customers perceive the brand as relevant to their needs, can be measured through surveys and then linked to compensation. Long-term performance measures will motivate executives to manage with an eye to the future.
Every organization should have effective HR policies to distinguish leaders from bosses. Myopic management are most likely to nurture and bequeath the same stigma to their next line of professionals.
Also Read: Animation, gateway to media industry
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From April, the premium processing of H1B visas, the permits that enable skilled foreigners to be employed in the United States, will be suspended for six months. This move is most likely to affect thousands of Indian nationals, predominantly in the $150 billion Indian information technology industry.
Shares of prominent tech firms like Wipro and Infosys faced the expected plunge. This appalling bill was introduced in the US House of Representatives with the objective to increase the minimum annual salary to qualify for an H1B viSA FROM $60,000 (Rs. 40 Lakhs) to at least $130,000 (Rs. 87 Lakh). Indian tech firms have long been accused of misutilizing H1B visas to hire Indian workers for less than it would cost to hire an American.
85,000 H1B visas are made available each year which includes 20,000 reserved for workers with advanced degrees. Since the number of applicants for H1B is way more than visas available, both employees and companies take their chances in a lottery. Other than unprecedented downturns like that of in the year 2008, there is no exception to this gambling. The suspension of the premium process, which permits firms to pay a $1225 (Rs.82,000) fee to expedite applications, is ostensibly to clear a backlog. Last year, Indian workers accounted for 70% of the 85, 000 available H1B visas, with Indian firms receiving 17000 visas, or 20% of the total.
Not only working professionals but also students planning to pursue engineering in and after 2017 are going to be the worst sufferers. According to data from the Washington-based Pew Research Center shows that India is the largest contributor of migrants in the world. Most favorite destination for most migrants is the US or the UAE. India is also the largest immigrant population of the world.
15.6 million people born in India who make their homes in other countries. Compared with 12.3 million Mexicans and 9.5 million Chinese.
3.5 million Indian-born people living in the UAE, about 33% of the population. 940,444 migrants to the UAE come from Egypt, the second highest contributor.
$69 billion money sent by NRIs back to India, the highest of any country.
3% average proportion that migrates. Despite the largest numbers, India falls below this average less than 2% leave the country.
Indian tech students and professionals are about to suffer the most because of this bill. Consequentially, students appearing for higher secondary 2017 are at the hamletsque juncture of “to be or not to be an engineer”.
My brother- in- law works in Silicon valley. The bill however have jeopardized his professional career. I’m likely to rethink my career goals after my Higher Secondary exams this year. – Abhik Choudhury, 17, Kolkata*.
Engineering jobs mostly depend on outsourcing. Subtle changes in International relations can affect engineers adversely. I have witnessed the downturn of 2008. I don’t want my son to face the same wrath. – Mr. Sukamal Debnath, 48, Kolkata*.
My daughter is appearing for higher secondary this year. We do not want entrust her with burden of our expectations. We want her to take her own decision. Gone are the days when parents used to decide career choices on behalf of their children. – Kamalika Chatterjee, 39, Kolkata*.
Yes, I have heard about this deplorable bill. Though it got tough for students aspiring to be tech grads but I hope they should rethink and choose a career which better suits the need of the hour. – Asmita Sinharoy, 26, Kolkata*.
*As interviewed by #asksubho.
Though Indian IT companies have created 155,000 jobs directly and 411,000 jobs in ancillay services; with a consistent annual growth rate of 10%.
According to Nasscom report, Indian IT companies provide services to 75% of the Fortune 500 companies, ensuring global competitiveness to American companies.
US government did admit to a shortage of talent in STEM (Science, Technology, Engineering & Mathematics) areas.In US the shortfall in talent for STEM jobs is estimated at 2.4 million. While unemployment among STEM graduates is under 2%.
With declining number of Indian manufacturing industries and growing tension over immigration issues, thousands of students and professionals are switching their career trajectories to other promising industries like media, pharmaceuticals & marketing.
Let the suspension get over soon. Infosys chairman, Mr. Narayan Murthy said, US must now prepare for the life without imported, low cost know-how that gave them their competitive advantage in the first place.
Source: Google, India Today
You can e-mail your topic, suggestions and advice to us at email@example.com and we’ll publish the best responses right here on #asksubho.
“Storytelling is as old as the campfire, and as young as a tweet”- Richard Branson
Last night I went to watch movie at a nearby theatre. To my amazement, the man sitting next to me was watching the trailer of the same movie in his mobile phone (thanks to Jio)! In this process he missed the climax of the movie he paid for.
In most cases HR professionals do the same thing while hiring new recruits. I have seen employers recruiting people based on their assumptions derived from applicant’s CV. Given the authority to recruit people, I went in contrary to this popular ritual. And now I can boast of a talented pool of young professionals who can make every impossible possible. In last 3 months they have been setting remarkable examples in terms of proficiency and deliverance. Adversities are no longer excuses rather they consider them as integral attributes in their daily schedule.
Certainly, creating such a pool of resource is no big deal unless you are hailing from a non-MBA background, suddenly entrusted with the daunting task of HR.
Ignorance is bliss. With no formal knowlwdge of HR, I’d to rely on my gut feelings. As an advertising professional, I always relied on stories rather than facts and figures. We conducted almost 100 interviews to select a pool of 6 professionals who can steer the course of business and profitability for my clients.
CVs to me are always over ornated depiction of the applicants. I have never seen a CV elucidating vices of the applicant. Every CV warrants the applicant as Dalai Lama seeking Nirvana through a mortal sales job.
Hence we started searching for people with stories, persuasive stories of achievements and humane failures.This is because stories have an emotional power to persuade that gives them an edge over pure logic.
Leadership stories are designed to change our conventional thought process. Stories are carefully chosen to achieve objectives. This can be done only when our audience (be it an employer or customer) can connect and resonate with our story.
To achieve a purpose, we have to think about what people will take from the story. A purposeful story should have substance, sincerity and a great truth at its core. It should also have a strong call to action. We need to know what the listener/s want to believe and understand at the end of the story. The key principle, as always, must be to change behaviours and achieve results.
In those hundred interviews, we never asked applicants about their achievements and aspirations. Rather some of the applicants broke into tears when asked a simple question: “what has been your worst failure, mention of which makes you feel disconcerted?” A single question breaks through their ultra attentive persona while exposing their long suppressed vulnerability. We are, how we deal with our vulnerabilities.
To err is human, especially when you are into sales and marketing. This is the reason why we never desired for a perfect professional, impeccably dressed, sans slightest traits to err. They are superficial with attitude like that of a machinery. Marketing is nothing but communication, and we only love to communicate with human beings.
In last 100 interviews I met two kinds of applicants. One, stuffed with corporate jargons, freshly rolled out of business schools (or even experienced) and others though hailing from diverse backgrounds but stuffed with stories of myriad hues.
While the former failed to convince me for buying a brand new Parker pen; the latter bagged a nod with a joining letter.
I suggest all aspiring job applicants to pause and start searching for stories in their own lives. You are not a CV but your unique insights derived from stories within.
“It is through disobedience that progress has been made, through disobedience and through rebellion.” –Oscar Wilde
“Be your own worst critic.When things go wrong it’s tempting to shift the blame.Don’t.Accept responsibility. People will appreciate it, and you will find out what you are capable of.” -Paul Arden
Paul Arden: Former Executive Creative Director at Saatchi & Saatchi. A legend of British advertising.