Sunday, April 27, 2008
Employee Involvement
What specifically do we mean by employee involvement? In this article we define it as participative process that uses the input of employees to increase their commitment to the organization’s success. The underlying logic is that by involving workers in the decisions that effect them and by increasing their autonomy and control over their lives, employees will become more motivated, more committed to the organization, more productive and more satisfied with their jobs.
Employee involvement programs differ among countries. For instance, a study comparing the acceptance of employee involvement programs in four countries, including the United States and India, confirmed the importance of modifying practices to reflect national culture. Specifically, while American employees readily accepted these programs, managers in India who tried to empower their employees through employee involvement programs were rated low by those employees.
In these Indian cases, employee satisfaction also decreased. These reactions are consistent with India’s power distance culture which accepts and expects differences in authority.
Examples of Employee involvement Program: Now let’s look at the three major forms of employee involvement – participative management, representative participative, and quality circles in more detail.
Participative Management: The distinct characteristics common to all participative management programs is the use of joint decision making. That is, subordinates actually share a significant degree of decision making power with their immediate superiors. Participative management has, at times, been promoted as a panacea for poor morale and low productivity. But for it to work, the issues in which employees get involved must be relevant to their interests so they’ll be motivated, employees must have the competence and knowledge to make a useful contribution, and there must be trust and confidence between all parties involved.
Dozens of studies have been conducted are mixed. When the research is reviewed carefully, it appears that participation typically has only a modest influence on variable such as employee productivity, motivation, and job satisfaction. Of course, that doesn’t mean that the use of participative management can’t be beneficial under the right conditions. What it says, however, is that the use of participation is not a sure means for improving employee performance.
Representative Participation: Almost every country in Western Europe has some type of legislation requiring companies to practice representative participation. That is, rather participating directly in decisions workers are represented by a small group of employees who actually participate. Representative participation has been called ‘the most widely legislated form of employee involvement and the world. The goal of representative is to redistribute power within an organization, putting labor on a more equal footing with the interests of management and stockholders.
The two common forms which representative participation takes are works councils and board representatives. Work council groups of nominated or elected employees who must be consulted when management makes decision involving personnel. Board representatives are employees who sit on a company’s board of directors and represent the interests of the firm’s employees.
The overall influence of representative participation on working employees seems to be minimal. For instance, the evidence suggests that works councils are dominated by management and have little impact on employees or the organization. And although this form of employee involvement might increase the motivation and satisfaction of the individuals who are doing the representing, there is little evidence that this trickles down to the operating employees whom they represent. Overall, the greatest value of representative participation is symbolic. If one is interested in changing employee attitudes or in improving organizational performance, representative participation would be a poor choice.
Quality circles became popular in North America and Europe during the 1980s. Companies such as Hewlett-Packard, General Electric, Xerox, Procter & Gamble, IBM, Motorola, and American Airlines used quality circles. Quality circles are defined as work groups of 8 to 10 employees and supervisors who have a shared area of responsibility and who meet regularly – typically once a week, on company time and on company premises to discuss their quality problems, investigate causes of the problems recommend solutions, and take corrective actions.
Employee involvement programs differ among countries. For instance, a study comparing the acceptance of employee involvement programs in four countries, including the United States and India, confirmed the importance of modifying practices to reflect national culture. Specifically, while American employees readily accepted these programs, managers in India who tried to empower their employees through employee involvement programs were rated low by those employees.
In these Indian cases, employee satisfaction also decreased. These reactions are consistent with India’s power distance culture which accepts and expects differences in authority.
Examples of Employee involvement Program: Now let’s look at the three major forms of employee involvement – participative management, representative participative, and quality circles in more detail.
Participative Management: The distinct characteristics common to all participative management programs is the use of joint decision making. That is, subordinates actually share a significant degree of decision making power with their immediate superiors. Participative management has, at times, been promoted as a panacea for poor morale and low productivity. But for it to work, the issues in which employees get involved must be relevant to their interests so they’ll be motivated, employees must have the competence and knowledge to make a useful contribution, and there must be trust and confidence between all parties involved.
Dozens of studies have been conducted are mixed. When the research is reviewed carefully, it appears that participation typically has only a modest influence on variable such as employee productivity, motivation, and job satisfaction. Of course, that doesn’t mean that the use of participative management can’t be beneficial under the right conditions. What it says, however, is that the use of participation is not a sure means for improving employee performance.
Representative Participation: Almost every country in Western Europe has some type of legislation requiring companies to practice representative participation. That is, rather participating directly in decisions workers are represented by a small group of employees who actually participate. Representative participation has been called ‘the most widely legislated form of employee involvement and the world. The goal of representative is to redistribute power within an organization, putting labor on a more equal footing with the interests of management and stockholders.
The two common forms which representative participation takes are works councils and board representatives. Work council groups of nominated or elected employees who must be consulted when management makes decision involving personnel. Board representatives are employees who sit on a company’s board of directors and represent the interests of the firm’s employees.
The overall influence of representative participation on working employees seems to be minimal. For instance, the evidence suggests that works councils are dominated by management and have little impact on employees or the organization. And although this form of employee involvement might increase the motivation and satisfaction of the individuals who are doing the representing, there is little evidence that this trickles down to the operating employees whom they represent. Overall, the greatest value of representative participation is symbolic. If one is interested in changing employee attitudes or in improving organizational performance, representative participation would be a poor choice.
Quality circles became popular in North America and Europe during the 1980s. Companies such as Hewlett-Packard, General Electric, Xerox, Procter & Gamble, IBM, Motorola, and American Airlines used quality circles. Quality circles are defined as work groups of 8 to 10 employees and supervisors who have a shared area of responsibility and who meet regularly – typically once a week, on company time and on company premises to discuss their quality problems, investigate causes of the problems recommend solutions, and take corrective actions.
Labels: employee involvement, employee participation, Participative Management, Representative Participation
Monday, April 14, 2008
Master the art of Interviewing!
Assess on
• Competence Can he / she do the job ?
• Motivation Will he / she do the job ?
• Match Will he / she fit in (Team / organisation )?
Interview structure
1. Opening, rapport building and basic knock out items
2. Current and previous roles
3. Aspirations and Awareness
4. Education and upbringing
5. Circumstances and interests
6. Closing, wrap up
Current and Previous Roles
• Tell me about your career to date starting with your current job and responsibilities?
• How did your interest in this job develop?
• How are you measured? How well are you doing comparatively? Why?
• What are the most satisfying aspect of your role, and the most frustrating? (What do you enjoy most, and the least?)
• What aspect of your job is the most challenging (and easiest)?
• What part of the job do you consider to be your most successful? Why? and least successful?
• What are your greatest achievements at work? Most significant disappointment or failures?
• What is the most complex task you have undertaken?
• Take me through your typical working day?
• Tell me about your current and previous bosses. (What kind of people are they? The best, the worst )
• Tell me about your previous roles? - Why did you move? What factors influenced your move to ..? How would you describe your career to date?
• Describe the work you do.
• Why do you like your work?
• What areas of your work that you do not enjoy?
• Why do you describe your achievements as achievements?
• What areas do you need to improve in?
• If I were to ask your Manager to describe you, what do you think he would say?
• If I were to ask the people in your team to describe you what would they say?
• What are your goals for the next 3 years?
• What would you like to be remembered for?
• How would you do things differently in your work?
• What are the points when you find people in your team getting stressed?
• When do you feel stressed? Can you tell me about the last time you got stressed?
• If you had to run your team (or company), what would be your priorities?
• What are the 3 most critical things in your job?
• How do you handle your people? If they have a grievance, what do you do?
• How do you check for quality?
• When do you know there is a quality problem?
• What do you do about it in your present job?
• When you retire what would you like people to say about you?
Aspirations and Awareness
• What are the most important factors you consider before taking a job? How should it be structured to provide you with satisfaction? What motivates you (and demotivates)
• Where do you want to be in two years time?
• What do you see as your strengths and limitations? (what will help you achieve your aspirations?)
• How would your colleagues / boss customers describe you, etc.?
• Anything you would like to change about yourself? Why?
• What do you see as the qualities of a successful ...?
• How do you stack up against them? (strongest / weakest ) What experience have you had using these skills? and evidence
• To what extent do you consider that progress in your role or career is representative of your ability?
• How do you cope with conflict? (Any examples?)
• What have been the high points in your life?
• What have been the low points?
• What would you have like to have done differently?
• What do you consider have been the critical points in your life?
• How would you describe your life today?
• Which role in your life do you enjoy the most?
• What do you like about yourself? What do you not like about yourself? What are you proud of in life ?
Education and Upbringing
• Tell me about your education - any achievements, any regrets / How successful were you? Would you recommend that your younger brother/sister goes to the same school? Why?
• Why did you study (etc.) and why select.......?
• What did you learn out of university which is relevant to a .....role?
• Apart from your studies what other university activities did you get involved with / How do you relate that experience to your career?
• In retrospect do you feel you should have done something different?
• Tell me about your childhood? How do you get on with your parents ( On which occasions have you disagreed with your parents)
• What sort of expectations did your parents have about your career and education? What do your brothers and sisters do (older, younger)? Have you discussed this job with your parents?
• Who has influenced you the most? Why?
• How do you relate to your father/mother?
• Who has most influenced your personal development?
• What would you have liked to study if you had a chance all over again?
• What do you like about your studies?
• How much of it do you feel applies to your work now?
• Which areas do you think you need to upgrade yourself?
• What do you think of the present education system?
• What are your colleagues doing now?
• What relevance do grades have to the workplace?
Circumstances and Interests
• How is your health? Any days off in the last year?
• What is the most serious illness you have had?
• Any plans for marriage? (for non married people)
• What are your major interests outside work? Any notable achievements? How much time do you devote to your leisure activities?
• Any positions of responsibility? How did you come to be ...? Why do you think you were selected? What is involved in the role? How successful were / are you?
• What do you know about the IT scenario in India? Describe.
• Can you compare your approach to your work versus leisure activities?
• What risks do you see in moving to... (Company)
• What do you do in your spare time?
• How do you divide your time between your professional growth and personal growth? What is the nature of investments made?
• Have you attempted to carry on your early interests? What prevented this?
• What do you expect your company to do to enhance your interests?
• How watertight are your interests from your work?
• Competence Can he / she do the job ?
• Motivation Will he / she do the job ?
• Match Will he / she fit in (Team / organisation )?
Interview structure
1. Opening, rapport building and basic knock out items
2. Current and previous roles
3. Aspirations and Awareness
4. Education and upbringing
5. Circumstances and interests
6. Closing, wrap up
Current and Previous Roles
• Tell me about your career to date starting with your current job and responsibilities?
• How did your interest in this job develop?
• How are you measured? How well are you doing comparatively? Why?
• What are the most satisfying aspect of your role, and the most frustrating? (What do you enjoy most, and the least?)
• What aspect of your job is the most challenging (and easiest)?
• What part of the job do you consider to be your most successful? Why? and least successful?
• What are your greatest achievements at work? Most significant disappointment or failures?
• What is the most complex task you have undertaken?
• Take me through your typical working day?
• Tell me about your current and previous bosses. (What kind of people are they? The best, the worst )
• Tell me about your previous roles? - Why did you move? What factors influenced your move to ..? How would you describe your career to date?
• Describe the work you do.
• Why do you like your work?
• What areas of your work that you do not enjoy?
• Why do you describe your achievements as achievements?
• What areas do you need to improve in?
• If I were to ask your Manager to describe you, what do you think he would say?
• If I were to ask the people in your team to describe you what would they say?
• What are your goals for the next 3 years?
• What would you like to be remembered for?
• How would you do things differently in your work?
• What are the points when you find people in your team getting stressed?
• When do you feel stressed? Can you tell me about the last time you got stressed?
• If you had to run your team (or company), what would be your priorities?
• What are the 3 most critical things in your job?
• How do you handle your people? If they have a grievance, what do you do?
• How do you check for quality?
• When do you know there is a quality problem?
• What do you do about it in your present job?
• When you retire what would you like people to say about you?
Aspirations and Awareness
• What are the most important factors you consider before taking a job? How should it be structured to provide you with satisfaction? What motivates you (and demotivates)
• Where do you want to be in two years time?
• What do you see as your strengths and limitations? (what will help you achieve your aspirations?)
• How would your colleagues / boss customers describe you, etc.?
• Anything you would like to change about yourself? Why?
• What do you see as the qualities of a successful ...?
• How do you stack up against them? (strongest / weakest ) What experience have you had using these skills? and evidence
• To what extent do you consider that progress in your role or career is representative of your ability?
• How do you cope with conflict? (Any examples?)
• What have been the high points in your life?
• What have been the low points?
• What would you have like to have done differently?
• What do you consider have been the critical points in your life?
• How would you describe your life today?
• Which role in your life do you enjoy the most?
• What do you like about yourself? What do you not like about yourself? What are you proud of in life ?
Education and Upbringing
• Tell me about your education - any achievements, any regrets / How successful were you? Would you recommend that your younger brother/sister goes to the same school? Why?
• Why did you study (etc.) and why select.......?
• What did you learn out of university which is relevant to a .....role?
• Apart from your studies what other university activities did you get involved with / How do you relate that experience to your career?
• In retrospect do you feel you should have done something different?
• Tell me about your childhood? How do you get on with your parents ( On which occasions have you disagreed with your parents)
• What sort of expectations did your parents have about your career and education? What do your brothers and sisters do (older, younger)? Have you discussed this job with your parents?
• Who has influenced you the most? Why?
• How do you relate to your father/mother?
• Who has most influenced your personal development?
• What would you have liked to study if you had a chance all over again?
• What do you like about your studies?
• How much of it do you feel applies to your work now?
• Which areas do you think you need to upgrade yourself?
• What do you think of the present education system?
• What are your colleagues doing now?
• What relevance do grades have to the workplace?
Circumstances and Interests
• How is your health? Any days off in the last year?
• What is the most serious illness you have had?
• Any plans for marriage? (for non married people)
• What are your major interests outside work? Any notable achievements? How much time do you devote to your leisure activities?
• Any positions of responsibility? How did you come to be ...? Why do you think you were selected? What is involved in the role? How successful were / are you?
• What do you know about the IT scenario in India? Describe.
• Can you compare your approach to your work versus leisure activities?
• What risks do you see in moving to... (Company)
• What do you do in your spare time?
• How do you divide your time between your professional growth and personal growth? What is the nature of investments made?
• Have you attempted to carry on your early interests? What prevented this?
• What do you expect your company to do to enhance your interests?
• How watertight are your interests from your work?
Boss Management
Dealing with the bosses in your workplace has always been tricky. Sometimes you do not have any control over the way your boss handles, behaves, reacts with you but you as a subordinate need to work out certain strategies so that his behavior at times doesn’t make your life miserable.
I have chosen to write this article to highlight a concept called ‘Boss management’ wherein the employees concerned with little trick & practice can make sure that he can be managed very well. You can’t afford to be ignorant these days & the saying ‘Ignorant is bliss’ holds no good.’ With a decent qualification & experience every one gets hold of a lucrative job & the choice to accept or reject the job is purely left to us; but the choice of reporting to a particular boss is beyond our control. Failure to use your sanity in handling the boss can sometimes drive you crazy & you might begin your search for a new job as a last resort. Further in today’s fast paced corporate world more & more overworked & untrained employees take the boss throne. They may be exemplary towards their job related functions but their in competency & poor management skills are key features that churn out bad managers. Here some invaluable tips.
• Act professionally. Whatever may be the situation in your workplace, department, section, act professionally. Don’t let your mood swings affect your productivity. It is very likely that your boss’s attitude is affecting your performance, try ignoring all these distractions.
• Analyze your performance. Try to understand the reason behind boss’s anguish. The first solution is an honest analysis of your actions & behavior. “One must realize that most times employee’s poor performance is what irks the boss. Appreciating sincere efforts & bringing employee’s slip offs to notice is much expected of a boss,” avers one such corporate trainer.
• Confront your boss. “People quit jobs because they feel they can’t cope up with their difficult boss. That’s not the solution. If you realize that your boss’s attitude is affecting your peace of mind, talk to him. Tell him exactly what you need from him in terms of direction, feedback & support in a polite manner. Remember; never confront your boss in an emotionally-charged rage.
• Report your bad boss. No company would want to keep a manager who is hurting performance or productivity, although, in many cases employees who complain are considered as impatient & whiner. Make sure you have enough proof & document list of bad action if you decide to seek HR’s help.
• Find a mentor. Look for a mentor in other managers or more skilled peers to seek important advice and expand your work experience. A mentor is someone who can help you in many ways, from offering a shoulder to cry on to arriving on important decisions at work front.
• Consider boss as a human being. Don’t project him as a super human being. He is like any other individual who has his own likes & dislikes. You as an employee need to exhibit human skills in addition to other managerial skills from time to time to see through the mind of your boss.
• The last resort. No job, boss, or company is worth losing your healthy, sanity & self esteem. If you think your boss will never change & working with him is a futile effort, try to seek a transfer to some other department within the organization. Careful introspection might reveal that it’s time to look for a new job.
Adjusting, pampering or comprising with your boss shall serve no purpose. If you have no methods or strategies to handle your boss’s bad behavior however good you may be you would be decimated & you will have no option but to quit your job. Learning & putting these tips in action from time to time can bring in a great deal of confidence & self worth.
I have chosen to write this article to highlight a concept called ‘Boss management’ wherein the employees concerned with little trick & practice can make sure that he can be managed very well. You can’t afford to be ignorant these days & the saying ‘Ignorant is bliss’ holds no good.’ With a decent qualification & experience every one gets hold of a lucrative job & the choice to accept or reject the job is purely left to us; but the choice of reporting to a particular boss is beyond our control. Failure to use your sanity in handling the boss can sometimes drive you crazy & you might begin your search for a new job as a last resort. Further in today’s fast paced corporate world more & more overworked & untrained employees take the boss throne. They may be exemplary towards their job related functions but their in competency & poor management skills are key features that churn out bad managers. Here some invaluable tips.
• Act professionally. Whatever may be the situation in your workplace, department, section, act professionally. Don’t let your mood swings affect your productivity. It is very likely that your boss’s attitude is affecting your performance, try ignoring all these distractions.
• Analyze your performance. Try to understand the reason behind boss’s anguish. The first solution is an honest analysis of your actions & behavior. “One must realize that most times employee’s poor performance is what irks the boss. Appreciating sincere efforts & bringing employee’s slip offs to notice is much expected of a boss,” avers one such corporate trainer.
• Confront your boss. “People quit jobs because they feel they can’t cope up with their difficult boss. That’s not the solution. If you realize that your boss’s attitude is affecting your peace of mind, talk to him. Tell him exactly what you need from him in terms of direction, feedback & support in a polite manner. Remember; never confront your boss in an emotionally-charged rage.
• Report your bad boss. No company would want to keep a manager who is hurting performance or productivity, although, in many cases employees who complain are considered as impatient & whiner. Make sure you have enough proof & document list of bad action if you decide to seek HR’s help.
• Find a mentor. Look for a mentor in other managers or more skilled peers to seek important advice and expand your work experience. A mentor is someone who can help you in many ways, from offering a shoulder to cry on to arriving on important decisions at work front.
• Consider boss as a human being. Don’t project him as a super human being. He is like any other individual who has his own likes & dislikes. You as an employee need to exhibit human skills in addition to other managerial skills from time to time to see through the mind of your boss.
• The last resort. No job, boss, or company is worth losing your healthy, sanity & self esteem. If you think your boss will never change & working with him is a futile effort, try to seek a transfer to some other department within the organization. Careful introspection might reveal that it’s time to look for a new job.
Adjusting, pampering or comprising with your boss shall serve no purpose. If you have no methods or strategies to handle your boss’s bad behavior however good you may be you would be decimated & you will have no option but to quit your job. Learning & putting these tips in action from time to time can bring in a great deal of confidence & self worth.
Labels: Boss, Boss Management, dealing with boss, moving with boss
Tuesday, April 8, 2008
The difference between getting a job, and not getting a job.
Interview Etiquette
Etiquette is 'manners'. It has a lot to do with what sort of impression you make on a potential employer.
Presentation
You should be cleanly dressed, in office clothes. That can make an interview a lot easier for you, too- if you can find some good clothes that you like to wear; you can feel more comfortable, and you can be sure you look OK.
Being polite
The quick way to talk yourself out of a job is to be rude or unfriendly. Address people properly, and refer to them as 'Sir', Mr., Ms., or 'Ma'am'. That's important in the professions, too. If someone's called 'Doctor' or 'Professor' you must refer to them as 'Doctor' or 'Professor'. It is actually rude not to do that.
Behaviour
Always act natural. The idea is that you show yourself able to handle the situation. Don't slouch, or get too casual. It's important that you look like you're on the job, from the beginning.
Pay attention
You must concentrate on questions, Personality Test before an Interview?? tests, or any other interview situation. If you give the impression you don't understand, or worse, weren't listening, it's fatal. Remember how irritating it is when people don't pay attention to you, when you're speaking.
Be punctual
This is critical and an important aspect of job interview etiquette. You can, and you should, arrive on time, because you're usually given at least a week's notice of an interview. Always arrive early. It allows you to get oriented, find your way around, and prepare for the interview.
Effective communication
Think about what's been asked, and what you want to say. You should make sure you're answering the question properly, and that you understood it correctly. If in doubt about a question, ask for clarification, if necessary, rather than give the wrong answer.
Cell phones
Turn off the phone. There's no good reason why it should interrupt, and it will infuriate some people if it does. It's genuinely rude.
Know your job well
It's important to give an indication of your level of expertise, and knowledge and understanding of your job. This means supplying good quality information when asked about your experience, qualifications, and skills. It is crucial that an employer sees that you do have the competence and abilities required.
'Attitude'
Your personal attitude is a job criteria, to someone trying to assess you as an employee. A positive person will appeal, a negative person will repel. Anyone who seems uninterested, or lazy in their answers, isn't a good candidate.
Etiquette is 'manners'. It has a lot to do with what sort of impression you make on a potential employer.
Presentation
You should be cleanly dressed, in office clothes. That can make an interview a lot easier for you, too- if you can find some good clothes that you like to wear; you can feel more comfortable, and you can be sure you look OK.
Being polite
The quick way to talk yourself out of a job is to be rude or unfriendly. Address people properly, and refer to them as 'Sir', Mr., Ms., or 'Ma'am'. That's important in the professions, too. If someone's called 'Doctor' or 'Professor' you must refer to them as 'Doctor' or 'Professor'. It is actually rude not to do that.
Behaviour
Always act natural. The idea is that you show yourself able to handle the situation. Don't slouch, or get too casual. It's important that you look like you're on the job, from the beginning.
Pay attention
You must concentrate on questions, Personality Test before an Interview?? tests, or any other interview situation. If you give the impression you don't understand, or worse, weren't listening, it's fatal. Remember how irritating it is when people don't pay attention to you, when you're speaking.
Be punctual
This is critical and an important aspect of job interview etiquette. You can, and you should, arrive on time, because you're usually given at least a week's notice of an interview. Always arrive early. It allows you to get oriented, find your way around, and prepare for the interview.
Effective communication
Think about what's been asked, and what you want to say. You should make sure you're answering the question properly, and that you understood it correctly. If in doubt about a question, ask for clarification, if necessary, rather than give the wrong answer.
Cell phones
Turn off the phone. There's no good reason why it should interrupt, and it will infuriate some people if it does. It's genuinely rude.
Know your job well
It's important to give an indication of your level of expertise, and knowledge and understanding of your job. This means supplying good quality information when asked about your experience, qualifications, and skills. It is crucial that an employer sees that you do have the competence and abilities required.
'Attitude'
Your personal attitude is a job criteria, to someone trying to assess you as an employee. A positive person will appeal, a negative person will repel. Anyone who seems uninterested, or lazy in their answers, isn't a good candidate.
Labels: attitude, Interview Etiquette. Etiquette, job, presentation
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