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How Employee Engagement & Training Leads To Profits

 

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Pankaj Sharma

ATM

GlaxoSmithKline Pharmaceuticals

How Employee Engagement & Training Leads To Profits

Organizational effectiveness has become a catchword in the current state of affairs. Each employee play a important role that leads to effectiveness of the organization. Each employee is the key differentiator in the growth of the organization. If we see employee and the productivity in an organization some activities are really works like catalyst and heady to bring the desired change in the individual performance and productivity. If you invest on your employee no problem if you don’t is the big problem. Employee engagement activities are like enriching input to get quality output. This may cost to the organization initially but payback in multi fold and long term. As we know that changes are a natural, continuous and inevitable observable fact and they have tremendous impact on the behavior of the employees in the organizations. The constant is change if an organization is willing to change as per the requirement its like bringing new strategy which best suits to the internal customers. Which possibly helps in building win-win culture in the organization.  Employee engagement activities and training leads to profit for the long term. Some of the employee engagement activities are mentioned below.

1, Open the speak up culture.

2, 360 degree feedback.

3, Social events.

4, Cultural talents.

5, Cross function events.

6, Modern work place learning.

7, My mentor.

8, Best employee recognition on various parameters and platforms.

Some intermediate training events will help employee to discover their own talent potential. Many organizations invites hybrid speakers which is the good initiative to bring different perspective to see opportunity in adversity. Employee engagement and training brings profits and helps in talent retention. Training employees is an ongoing practice of the learning organization. Learning organizations are having less employee attrition and high productivity. If management is not happy in investing on their employees they may have to pay high cost in long term compare to the pro learning organizations. During employee satisfaction surveys it was emerged as one of the important reason , why people stays in the organization. Employee engagement and training helps people to develop and grow into their career and this gives them the understanding that an organization is interested for their growth.

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Do Performance Improvement Plans Work?

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Pranay Sharma

 Human Resources

Reliance Power Limited

Do Performance Improvement Plans Work?

“Discipline and freedom is not mutually exclusive but mutually dependent because otherwise, you’d sink in chaos”-Paulo Coelho– Well, plans will work! When, it is executed, properly. Many of us have inhibitions about PIP, we often feel that it is one of the most effective and planned way to trim your workforce by removing under performers. Yes, on the contrary we do have to agree, it is one of the most effective tool to build high-performing organization, if it is executed properly. It depends on an individual, how he or she looks at things.  High-performing organizations strictly demand all of its employees to perform exceedingly well and meet their targets. It is quiet natural when it comes to competitions some are stars, some are average, and some are below while some do not have any scope of improvement. Leader and followers both have the responsibility of improving the performance of each other, for eg: “Virat Kohli” centuries cannot single handedly win matches, since it is a team-effort and if you are running with such a leader like “Virat Kohli” who expects everyone to put in their 200 percent, one has to perform or perish. We have to go down deep into what is expected out of what and at what pace it will satisfy the organization.  For making it work following methodology can be followed-

Objective- What is expected out of an individual to raise his/her standard of performance.

Purpose- The main purpose is to encourage improvement and support individual by enabling him/her to achieve required standard of performance.

Design- At the beginning of PIP a communication shall be sent to identified executive regarding its commencement and purpose.

A meeting shall be facilitated between the executive and the respective Appraiser in the presence of Business / Functional Head with the objective of preparing the PIP.

The identified executive shall be given fair chance to explain the problem faced by him/her, which shall be considered and analyzed by the appraiser/functional head to find out the problem areas.

All assignments and improvements required by the executive shall be mentioned in PIP form.

The targets on which performance is to be measured for each area requiring improvement shall be identified keeping in mind that they are reasonable and attainable within the given time frame.

The PIP shall be rolled out with consensus of all the participants and the PIP form shall include signatures of all the participants.

The executive shall be given a copy of the Performance Improvement Plan with stipulated timelines for achieving it.

The appraiser and the Functional / Business Head shall ensure that the executive gets the support needed during the PIP in terms of resource / training. The same shall be captured in the PIP form.

Quarterly Review-

The progress and performance of the executive shall be monitored on a timely basis.

Both the executive and the appraiser shall participate in the quarterly reviews diligently.

If the executive is found to be lagging behind, then the reasons shall be probed into. Results of each meeting shall be captured.

The copy of the Review Chart shall be sent to HR.

Final Assessment:

The final assessment shall be done in the following Year End Evaluation.

The appraiser, the HR representative, Functional / Business Head and the executive all shall participate in the final assessment.

Corrective Action:

In the event of non-improvement of performance of the executive in-spite of providing sufficient support as per PIP, any of the following Corrective Action may be taken-

  • Demotion
  • Reduction in salary
  • Termination
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Employee retention through peer motivation

Pinky

Pinky Dey(Assistant Manager)  

CBE (Centre for Behavioral Excellence),

Talent Transformation, Wipro Ltd.

Employee retention through peer motivation

Sandra, an excellent performer, was awarded the ‘Best Employee Award’ for three consecutive years. While most leaders acknowledged that she was one among the top three employees, her peers mostly gave her cold response to these achievements. Some chose not to respond and some said ‘Congratulations’ in a not so genuine tone. With repeated experiences like these from the past, what do you think Sandra would have started believing?

In reality, she stopped sharing her achievements with her peers. As a consequence, her motivation to contribute in discussions that needed peer inputs dropped, thus impacting her performance. Finally, she resigned and her exit interview comments said,“Only if I had peers as friends than contenders at work, I would have retired from this organization

While there could be various reasons behind employees leaving organizations, most corporates do desire retaining top talents. How can peer motivation be a significant enabler in such scenarios?

Few years ago, a research conducted by an employee engagement firm, TINY pulse, revealed surprising results. Their survey conducted on employees from over five hundred plus organizations discovered that the number one reason for employees to go the extra mile at work was when they experienced camaraderie and peer motivation. 44% of the employees gave peer to peer recognition when they had an easy tool to do so. These results emphasize that organizations have a scope of using peer motivation to drive high performance and employee retention.

So, what could be few thought processes that may fizzle out peer motivation in organizations, leading to top talents resigning sooner than they should?

  1. Your target, not mine: When performance targets are perceived as individual independent goals, there could be probabilities of not understanding the connect between ‘individual objectives’ and ‘team objectives’. One may not feel the need to comprehend objectives set for others. Therefore, employees are seen working in isolation that may affect peer motivation.
  1. Your loss, my win: The definition of ‘win’ is often misunderstood by most of us. Individual win is mostly seen winning at the cost of a peer’s loss. With such a mindset, gaining cooperation from peers may become challenging and convert healthy competition to manipulative rivalry. In an environment like this peer motivation may drop drastically.
  1. We hardly meet:Most teams function virtually today, therefore there are little opportunities to meet team members in person. However, when least efforts are made by employees to meet their peers, it may cause long time, no see leading to long time,no connect. As a result, bring down levels of engagement with each other.
  1. We talk only work: When conversations among peers limits to work and only work, the personal bond goes missing. Relationships become transactional. This could lead to lesser interest in understanding what’s happening in one another’s lives and how it impacts their communication styles at work.
  1. You are judging me:When peers make judgements on your actions and express them in open without being sensitive of further conclusions by others, it breaks hearts and it becomes very difficult to gain cooperation in future.

Like these reasons, there could be several causes behind employees not feeling united among peers. How could couple of behaviors and thought processes enable an environment that promotes peer motivation?

  1. Use new connecting methods, without over looking the old ones: WhatsApp, Twitter, Yammer and many more. There are communication methods available on your figure tips. Overuse and under use of these methods may cause barriers in communication. Practice these methods complimenting them with face to face interactions as most of the business and personal problems get sorted faster when two people meet in person.
  1. Experiment like ability check: It is a good idea to evaluate how many people in the team like you. 8 out of 10, 6 out 10 or 2 out of 10? How many of your peers stand by you when you need help? Do these peers volunteer help or pushed for assistance?Employees may closely observe behaviors to figure out their like ability ratio so, they could gauge peer support in the team for themselves.
  1. Involve in tasks with dependencies:Getting involved in tasks that need dependencies may get you talking to peers for task accomplishments. This may also help you uncover qualities and abilities from either sides thus improving peer motivation.
  1. Celebrate successes and failures together:Individuals do not win, teams win and so, is the case when failures come your way. Achievements and fiascos, both offer huge amount of learning. Instead of sighing alone after a failure and relaxing too much after a success, ensure that you reflect and celebrate both, victories and flops along with your peers.
  1. Acknowledge collaboration:Acknowledge and encourage peers who support you and cooperate with you when you need them. Open-mindedness,listening to other viewpoints, receptivity and working well with the team. These are couple of actions that may give you signals of collaborative behaviors and inspire you to appreciate your peers ona timely basis.
  1. Strike the right balance between formality and informality: All the reports, records and other forms that supply working information to various parts of an organization are included in the formal communication. Formality demands that the information flow takes a specific route only.As people go about their work, they have casual conversation with their friends in the office too. These conversations deal with both personal and business matters. One must strike the right balance between informal and formal conversations among peers to avoid burning bridges among themselves.

Most of the schools today, have specific grading systems to evaluate a child’s knowledge. With an available choice of preparing independently for respective academic grades, what drives the children to come together for group studies during exams? What makes them keep all their egos away, come together and work towards their academic performance? It is ‘peer motivation’. As adults, we must awaken the child within us, come together and start building stronger relationships at work thus giving more reasons to our fellow peers to stay back in organizations.

 

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Role of best practice in planning your next change initiative

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Frederick Reynecke

International Organizational Change Management Institute

Director

The role of best practice in planning your next change initiative

Ensuring your change journey takes off successfully (Part 1 of a 2 part series)

Frederick Reynecke, Change Management Expert
Many organisations start their implementation without the proper preparation and thinking (analysis) only to see it “crash and burn”. Understanding and adopting best practices in change management will facilitate a smooth start and will assist in minimizing turbulence as you continue travelling to your destination. Change is the route (process), not the destination (event).

Let’s get one thing straight; announcing a project or change is not change management; communication is not change management, neither is training. Both contributes to change management but as a standalone is not effective. Like a wheel or seat; as part of the complete vehicle adds more value than by itself.

According to Gartner “80% of all technology projects were not used in the way intended or not used at all six months after installation”. Another scary statistic is “70% of change projects do not deliver the expected benefits”.

  • Is yours one of them?
  • What would it be worth if you could avoid that happening?

Prosci (a combination of the words Professional + Science = Prosci) was established to make sure science and research is used when dealing with people management. Since 1994 they have conducted best practice research and are the largest body of knowledge on the subject.

To find simplicity and clarity, they’ve asked participants in their benchmarking research studies the same simple question every two years since 1998; “What has been the single greatest contributor to the success of your change management program?” This question seeks to help us understand and prioritize the parts of their change management approach that are most critical to achieving successful outcomes on change projects. Why are some changes implemented more successfully than others? According to Prosci’s research the following seven factors are the top contributors to success:

  • Active and visible executive sponsorship
  • Structured change management approach
  • Dedicated change management resources
  • Integration and engagement with project management
  • Employee engagement and participation
  • Frequent and open communication
  • Engagement with middle managers

Let’s unpack these findings and see how they can make your change journey (initiatives) more successful.

The importance of sponsorship was cited over three times more frequently than the next contributor. Participants consistently used the key words “active and visible” to describe this top contributor. “Active and visible” sponsorship means that the sponsor is:

  • Supporting the change by giving consistent attention to the change and the need or case for change management
  • Championing the change by leading and motivating others (leadership and Business Unit teams) in the organization
  • Making effective and influential decisions regarding the change, including the ability to align priorities among other leaders in the organization (leadership alignment and building a guiding coalition)
  • Maintaining direct communication with the project management and change management teams and being accessible during the change

Another key study finding reinforces the impact of quality sponsorship on achieving outcomes; projects were almost 3.5 times more likely to meet or exceed project objectives than projects with very ineffective sponsorship.

Related to this is the coalition that the sponsor must build in creating an aligned leadership team. For the last 3 success factors; employee engagement and participation, frequent and open communication and engagement with middle managers to have the required impact leaders must walk-the-talk through their behavior (example) and aligned efforts. Their actions should speak louder than their words.

An intentional and defined approach to managing change provides the structure necessary to stay on track this will ensure time is spent on meaningful activities and allows space to identify and address gaps throughout the project lifecycle. A formal approach makes processes repeatable for consistent application of change management on other initiatives throughout the organization. Key words that came up when participants described this top contributor included, established, customizable, scalable, easy to implement across multiple changes and easy to apply at every phase of the project.

The number of organizations using a specific methodology continues to grow; in 2003, fewer than 35% of participants used a change management methodology. In 2015, over 70% of participants used a methodology.

Although a structured approach is critical, initiatives and projects also need dedicated resources and funding to get the actual change management work done. Dedicated change management resources and funding means having access to the appropriate amount of funding and resources, resources with change management experience and a change team or community of flexible, ambitious, decisive, collaborative individuals.

We’ve heard this many times before: “If it isn’t someone’s job, then it’s no one’s job.” To realize the benefits of change management, someone must be responsible for it and have access to an appropriate amount of funding. In analyzing the data, Prosci identified a positive and meaningful correlation between having a dedicated resource (person) and overall change management effectiveness. This should be linked to the sponsor as well. Participants that had dedicated resources were significantly more likely to have good or excellent change management effectiveness than those without a dedicated resource. These resources are not solely responsible for change management but merely facilitators (more on this in part 2). This is also the link to project management.

Prosci’s research has underscored the common trend of integrating change management work with the activities of project management. These complementary disciplines naturally cross paths throughout the life of an initiative. In the 2016 study, 77% of participants integrated project management work and   change management work. Examples of how this is achieved; integration are fully integrating the change management and project management approaches, integrating change management activities into gate requirements and supporting collaboration between project and change management teams to develop the overall project plan.

Participants who integrated these two disciplines were 16% more likely to meet or exceed project objectives than those who did not integrate. More and more organizations are realizing the value of integrating project management and change management.

These four best practices have a lot to do with setting up your project for success. In part 2 we’ll have a closer look at how the other three factors contribute towards a successful journey during implementation.

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What Every HR Manager Needs to Know About Succession Planning

Arpita Ganguly

New Delhi

What Every HR Manager Needs to Know About Succession Planning

Identifying backups for top level positions in organizations is often confused as Succession Planning. It ie not! In fact, you are resorting to only what is a Replacement planning.

Succession Planning goes beyond that. It delves to develop potential talent to create a database of ready resources for several positions in future.

– Succession Planning enables both career path planning of employee and aims at planning for various grades/ profiles coming up in future. The more difficult to fill vacancies will be aimed for first to create a ready bench strength.

  • Succession planning adopts a systematic process using various performance and behavioural measurement tools and data for identification.
  • It is a long term process and may involve training, on the job transfers, learning, job enrichment.
  • It helps create multiple skilled talent in the same internal pool of resources.
  • In summary, whilereplacement planning is reactive in approach, succession planning is proactive. Succession planning motivates team as they are increasing their skill sets in various profiles, possibly also for more senior profiles.
  • Also these people are usually hi-potential teams who are more energised being part of the recognised group being trained for various roles, leading to better loyalty and lesser attrition.

For any succession planning to be successful, the senior management must own the process, duly communication with all team members on its importance, along with HR team which rolls it out and evaluates periodically.

Success of any organisation is dependent on highly charged, well trained team, keen to take on changes and challenges, and Timely Succession Planning helps in moving in the right direction to achieve the same.

 

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Keeping Employee’s Motivated with Training is the Right Strategy

Arpita Ganguly

New Delhi

 

Keeping Employee’s Motivated with Training is the Right Strategy:-

During my Graduation days, pondering over which future course to take, a traditional post-graduation or a more popular MBA, I chose the latter for entering the Human Resources arena, keeping in mind my interest in psychology, presentations, learning and development and importantly a corporate life.

Soon I realized upon joining an organization that an MBA is becoming a must to hire managers. The tradition of Graduate as only criteria with work experience was no longer valid.It came as a pain to many who wanted to climb up the ladder, but could not till they completed their executive MBA courses. It was of-course, not a pain but a pleasant surprise to me.

Employers were sometimes at a turmoil whether to sponsor this education and risk losing the employee once the course is completed, or to refuse sponsorship and only give education leave breaks, resulting in employee demotivation. The company could lose an employee as a result of training. But on the other hand you could have an employee indebted to the organization for sponsoring him and also stay back a few additional years.

I learnt from my Head HR however, that the cost of having untrained managers is much more than risk losing one.

In the broader perspective, undoubtedly the training is both expensive and time consuming and while its effectiveness and returns are at times debatable, sometimes talent retention becomes a bigger issue in this context.

Here, it may be worthwhile to consider the following:

  • What if you do not train your employees and they choose to stay! Everybody will be a loser… the biggest loser being the organization. A well-trained employee with a shorter stay in the organization is far better than a less or poorly trained one who sticks with you till retirement with no scope or willingness to learn. He may further spoil the work environment by down grading importance of learning with his own juniors increasing overall demotivation.
  • There have been many occasions when employees complain about lack of training. They are not looking for free lunches in fancy hotels. These are the employees who have a strong desire to learn and perform better. Ignore this fact and be prepared to lose this talented lot.
  • Many companies keep careful statistics of candidates screened, shortlisted and finally hired. Just add another element – how many fully productive employees have been added. It may be horrifying to see that all that investment in recruiting, hiring, and integration was going waste in the absence of proper training.
  • Also this training has to be a regular practice. One day of practice is like one day of clean living. It doesn’t do you any good.
  • Finally, we may not be able to always give monetary hikes/rewards to employees. We can however make them more productive, well trained in area of their choice and pertaining to the business, leading them to get more recognition by growing as a high potential employee. We build extra steps for them to climb the corporate ladder to success.

“Good training doesn’t cost, it pays”. Like Brian Tracy said: Take all the training you can get, one good idea is all you need to save yourself years of hard work.

 

 

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How to Create a Superior Employee Orientation Process

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Roopali Kurve

Head L&D/ Education Management/ Executive Mentor/Coach

How to Create a Superior Employee Orientation Process

Want your employees to be productive and retain them long term ?

The First few days are important !

Here are 10 tips that will help –

Employee Orientation – is the first process that provides the new employee with necessary information, explanation about the company and job role. It also shows how the employee can be part of the company and contribute to it.

A good Employee Orientation [& on-boarding] process is essential step towards ensuring a positive relationship between the employee and the company. It has been known to increase retention and productivity significantly. Statistics shows – “New employees who went through a structured on-boarding program were 58 % more likely to be with the organization after three years.” (The Wynhurst Group) [Source- http://www.contractrecruiter.com/employee-onboarding-matters/]

Benefits of Employee Orientation-

  • To make the employee feel comfortable and welcome.
  • Get him/her familiar with the exact job role, company vision, goals and various other key policies related to company as well as How the employee can maintain his/her individuality and contribute to company.
  • Save costs and time for seniors – as a properly organized orientation can help employees speed up the learning process.

Some Factors to consider for creating a good Orientation process /programme

Orientation should be planned before the employee joins, should be systematic and interesting. The programme should have clear objectives.

  1. Welcoming the new Employee – Firstly, the Orientation should make the employee feel comfortable, welcome and ‘special’. [There are many ways to welcome employee on 1st day – as personal welcome letter signed by senior & staff members, token gift as company T-shirt, chocolates, etc.].
  2. Company /Business Orientation – Share the Company’s – history, vision, mission, goals and future plans, as well as Achievements of the company, good customer reviews, enthusiastically with employee. The employee should feel motivated and enthused.
  3. Job Role and Responsibilities – Give the employee a clear idea on his/her job role & responsibilities, what he/she is expected to do. Explain how feedback is taken and given, how doubts / queries can be cleared. Share targets, goals. [Detailed job responsibilities can be explained through manuals and/ or seniors]
  4. Introductions – Introduce the employee to his/her department members / colleagues and also the heads/ key people of other departments /company. Employee’s immediate senior should spend quality time with him/her.
  5. Organization structure – Explain the organization structure and reporting process. Explain how different departments function and interact with each other. Show him/her the company premises.
  6. Benefits, Policies and Laws – Clearly explain the benefits employee is entitled to, e.g. – when and how an employee is expected to get incentives, bonuses, leaves etc. Inform the employee about the key company policies [as dress code, claims for expense etc.] or any other policies and laws that employee should know. [The details can be shared through manuals, presentations etc.].
  7. Productivity – Don’t overburden the employee but do make him/her productive on first day. Make sure he/she is not left idle.
  8. Mentoring – Ideally assign a mentor, who can guide him/her in the initial stages at work [days, weeks, months – as required].
  9. Communication – Make all communication / presentations attention-grabbing. Avoid putting too many uninteresting facts and figures. Provide detailed Manuals wherever required.
  10. Feedback – Take feedback from employee on how orientation was and keep improving on the process /programme.

Finally – It is important that the orientation should be about the company and also about the employee i.e. how the employee can express himself/herself, maintain his/her individuality!

“Coming together is a beginning. Keeping together is progress. Working together is success.” -Henry Ford.

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Why Talent Management is an important Business Strategy

suchitra_photo

Suchithra Nair

Why Talent Management is an important Business Strategy

INTRODUCTION

Talent Management is an art or science used to improve business values and to make companies and organisations to attain their goals by using strategic human resource planning.  Talent Management analysis of an employee means, Performance and Potential are the major areas to be evaluated. Talent Management Strategy is supported by two criteria i.e., HRIS      Human Resources Information Systems & HRMS   .     Human Resources Management Systems. Now – a – days Organisations are very much aware about their talent or to increase their talent for achieving in the hyper competitive or in the complex global economy.   It also emphasis on the need to recruit, retain, develop & reward and make people to perform by managing their talent as an important resource for attaining the best possible results.

CRYSTALLIZED THINKING

In an organisation, talent should be maintained, otherwise “gaps” may exist from top-level management to the front lines through mid-level leadership ranks.  And researchers are stating that,  every year  from 2007 onwards  10% percent of increase in output is marked by finding managerial talent in organisations.

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It is a cyclic process which is undergoing in all most all organisations. The Key components of a highly effective talent management process include:

  1. To know clearly the current and future business strategies of organisation.
  2. To understand the “Key gaps” between the current talent and the required talent needed to make the business successful.
  3. By understanding talent management of employees performance in current position as well as to the next level can be enhanced. Accurate hiring & promotion decisions can be taken.

If we are analysing the importance of HR professionals with senior leaders or CEO in an organisation, the Figure mentioned below shows their involvement or engagement with Talent Management.

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If talent management is considered as the core of an organisation.  To make it effective, both HR professionals and Senior leadership or CEO must work together.  And it is analysed that the most crucial and successful initiatives are taken by the HR with prime, energetic and enthusiastic support from the CEO or Senior leaders, who are providing budget, resources, manpower, communication and other attributes for success. So  talent management can be considered as an important business strategy. A research study made by Mc BASSI & Co. stated that the categories of human capital management (such as leadership practices, employee engagement, knowledge accountability, workforce organisation & learning capacity) helped in increase in stock market returns and better records. Another research study by IBM found that organisations which having effective talent management can attain high percentage of financial outperformance than organisation having poor talent management.

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