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Brief of Drivers For Job Satisfaction

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Vijayashree Pathikonda

Verisk Analytics.d.b.a AIR Worldwide

Manager, Human Resources

Brief of Drivers For Job Satisfaction

In more than a decade experience as Human Resource Professional, I have found significant changes in drivers of job satisfaction trend. Multiple factors that contribute to employee satisfaction levels including social & economy, as well as overall satisfaction levels tend to shift over time.

Given the lifestyle & economic factors at play in recent times, it’s hardly surprising that employees ranked job security as the most important factor for job satisfaction. This is no longer the case.

“Opportunities to use skills and abilities” have taken the spot,followed by Job security and compensation/pay.

Most recently I have been observing the following as key drivers for job satisfaction, in fact many HR forums and surveys discuss in similar lines:

  1. Trust and confidence in the company’s leadership:

It is important the employee made feel part of the organization. For employees to truly be satisfied, I find it’s essential that employees are confident in organization leadership ability to effectively manage the company. Some of the areas that company can look at:

  • Regularly communicate how the company is doing, where it’s headed, and any news that affects employees
  • Take action on employee feedback and involve them more in the planning process
  • Give adequate special attention to each department/Business unit.
  1. Each employee is valued & special:

Employees need to feel that their employer invests for their wellbeing, work environment, and development.  When employees feel they are valued as an important asset to the company, they’re more likely to contribute extra effort, provide recommendations for the company, and ultimately remain as loyal employees. Its an continuous process to make employee feel valued by:

  • Each employee must have an Individual career development plan(IDP)
  • Providing platforms to employees to provide input and act on their feedback
  • Work evenly distributed across levels so that an employee has work life balance.
  • Reduce micro management.
  • Build effective relationship between employee & immediate supervisor.
  • Rewards & Recognition for good work.
  1. Career Growth & Development:

Employee spends a majority of their day at work, and expects to appreciate for their contribution to the company. Employees disengaged & unmotivated, don’t like the type of work they do. Employees, those engaged and satisfied contribute exceptional effort most often take pride in and enjoy their work. Some ways to ensure employees are enjoying the job are to:

Set SMART goals and communicate what’s expected and how it contributes to overall success of the company

Ensure that employees are equipped with appropriate resources and training to perform their job.

Have regular 1:1 meeting to hear employee and provide regular feedback on performance.

Focus on effective team building & culture

Give employee flexibility and set priorities

  1. Compensation & Benefits

I often see Compensation as a sensitive subject and a key driver, It’s important that employers adopt pay for performance compensation philosophy so that employees are being compensated fairly to their contribution. Gone or days where seniority or years of experience paid more. Employers should also focus on industry compensation& benefits climate study to compare with similar companies.

  • While conducting comparable study it is also necessary to take steps to reduce any gaps discovered in the benchmarking process.
  • Companies should introduce best benefits practices that promote employee wellbeing.
  • Compensation raises are linked to job performance.

Very often companies rely on employee engagement survey to identify their staff drivers for job satisfaction; I personally see it is restricting. It is necessary that employers have continuous check on employee pulse not by just relying on annual survey also other key attributes such as attrition analysis, employee referral trend, employee open house and other appropriate platform can be a great source of information to check on drivers of job satisfaction and organizational climate study.

 

 

 

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What can you do when employees are constantly late for work?

Aarti Malhotra_Passport size photo

Aarti Malhotra

Freelance Writer 

What can you do when employees are constantly late for work?

In today’s scenario, when greater development focus lies on many factors including leadership and relationship management, managers tend to ignore the root cause of employees arriving late for work, even though they may be high performers.

Managers consider punctuality a virtue that an employee must exhibit, as it is critical to business success. If the employee fails to be punctual, then anunfavourable perception is often set. But, before managers develop any perceptions, they should fairly assess if this behaviour exhibited by the employee is deliberately habitual or if they need to examine and understand his or her circumstances. We need to avoid the mirage and locate the oasis.

You may find it polemic but employees who constantly arrive late to work are not always latecomers by habit. Habitual latecomers who are not concerned with reaching a little (or a lot) late for work are a type in themselves. They need to be micro-managed and coached. The coach needs to understand their psychology, identify root causes, and propose intervention strategies. However, sudden deviations from punctuality could be due to the employee eitherabruptly lacking motivation or developing personal challenges. A manager should have informal discussions with the employee, may be over a cup of coffee, and find out how things are at his or her home and with work. As an example of a personal challenge, managers should not reprimand an employee with a medical condition who is unable to reach office on time due to prescribed medicines. As a solution, managers should collaborate with HR, and provide flexi hours to the employeetill the time he or she recovers from the condition.Another example, a latecomer employee whose long term goals are not met inthe assigned role, should be allowed to explore challengingroles and pursue training in the organization to expand his or her vistas.

By taking time to check in, you give the employee and yourself an opportunity to examine circumstances. While employees may or may not always have a good reason, they will appreciate your giving them the benefit of the doubt, rather than a slap on the wrist.

 

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Brief of drivers for Job Satisfaction

ranjini

RANJINI CHAKRABORTY

Lnt InfoTech Ltd

HR MANAGER

Brief of drivers for Job Satisfaction

Everyday we go to work with certain expectations from ourselves and some from organization .When both the factors are balanced and we are happy on and off the work place that’s when we term it as job satisfaction. With increasing demand on productivity , stress levels within an organization are very high , here are some of the drivers which help us reach the equilibrium stage where we say we have job satisfaction.

  1. Work Life Balance: Flexibility at workplace .This parameter defines balancing work and non work commitments. This is one of the major factors as it helps a person to take control of his career aspirations as well as help him lead a healthy lifestyle which includes health and family needs.
  2. Respect as an individual: Employee treated as an asset and not as a resource. Its human nature that if a person feels he is valued then his commitment enhances towards any assignment irrespective of the complexities attached to it at a given timeframe. Recognition for the work drives in happiness and helps an individual to perform better.
  3. Work content : This defines the job enrichment which a person gets during his daily work routine.If an individual gets to perform the work in such a way that along with deliverables he gets to enhance his skills & knowledge at the same time , this win win situation helps attain the state of job satisfaction. Continuous learning always keeps the mind active and helps in design thinking.
  4. Trust in Organization Leadership: This helps in satisfying the basic hygiene factors like job security, remuneration, growth aspects, and self-development. This also helps in relationship building. Individuals enjoy and feel safer when relationships are built and this helps in retaining employees.

Today’s employee wants to feel happy at work. Motivation, job enrichment and timely rewards play a key role in any individual’s success and forms the key drivers of job satisfaction. Every employee wants to reach the top balancing the professional and personal factors. Job satisfaction not only helps him to grow professionally it also impacts his personal life in a big way.

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Approaches to Create and Develop ‘Virtual Talent-Mindset’

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V Lakshmi Chirravuri

Pursuing Master’s Program in Industrial and Organizational Psychology

Chicago School of Professional Psychology, US

Approaches to Create and Develop ‘Virtual Talent-Mindset’

Myearlier blog post “Virtual Talent Management” (http://middleearthhr.com/blog/virtual-talent-management/) emphasized on key questions that companies need to think through to mitigate virtual talent management challenges. This article – Approaches to Create and Develop Virtual Talent-Mindset– as a continuation to my earlier post, aims to provide a step-by-step holistic view of virtual talent management framework.

  • Create a structured hiring process to screen, short-list and select individuals suitable to thrive in a virtual environment. The interview process can include scenario cases to check how candidates respond to a specific work situation that requires them to work remotely and/or interact with his or team members/managers remotely, etc. Same interview process can be used for managers/leaders by checking with them on their management styles with virtual teams. Building on this interview process, the hiring managers can also have a Skype or other video-conferencing call/s prior to selection. Thus, individual assessments should be conducted keeping in mind telecommute culture and success.
  • Orientation and onboarding needs to be structured in a well-defined manner. For instance, if group of individuals (for a particular department/project or different departments/projects) have their date of hires close by then the organization can organize an onboarding meeting/workshop in a convention center or hotel[1] that is centrally accessible to all the selected candidates. It is imperative to note that organization needs to have budgets and plans chalked out for these face-to-face and in-person gatherings.[2]However, if there are only 1 to 3 quick hires for a fast paced project, then plan should be chalked out to facilitate in-person meeting among the delivery/hiring manager and new hire/s. In case of emergency situation/s where new hires are not able to make it to the meetings, they can be provided with videos of the gathering followed by group Skype introductions.
  • Regular check-ins through chats, go-to-meetings, web audio conferences and video conferences should be built-in as a work culture system among managers/supervisors, team members and other key stakeholders like HR practitioners and executives. As a follow-up, minutes of meetings, discussion points and action items have to be listed on dashboards and metric systems so that managers and their direct reportees, HR executives and senior executives have access such that these points can facilitate toward future tactical and strategic plans.
  • Quarterly in-person review meetings have to be planned and scheduled in advance such that all the participants have chalked out their work plans. These review meetings can be organized in a central accessible location[3] at convention conference center or hotel. Based on the review meetings, in-person development sessions, workshops and training programs coupled with e-learning and webinars have to be organized with well-planned logistics and administration. All these in-person meeting discussions have to be captured in the performance management systems. The regular check-ins and quarterly in-person meetings should be the building blocks for high potential talent, leadership development and succession management.
  • Organization needs to create room for on-site get-together where employees and their families are invited to foster interpersonal and social interactions as a part of organizational culture.
  • Online 24X7 ‘employee help-line’ to facilitate counseling sessions for employees experiencing stress, grievance or any issues impacting personal and professional life.

In a nutshell, having a dedicated, structured and engaged virtual talent management framework can foster organizational success and work/life balance for employees.

[1]Logistics and Administration department can plan to check for hotels/conference convention centers that can provide corporate discounts for organizing meetings/gatherings every year.

[2]Organization has to be mindful that huge amount of savings (in terms of operation, administration and estate costs) are already being achieved through telecommute workforce. Hence, it has to be prepared to invest at least some or most part of the saved budget toward in-person meetings and gatherings.

[3]Logistics and Administration d
epartment can check for corporate airline/s discounts and set up reimbursement plans for employees including those who wish to drive through.

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DIFFICULTIES IN FINDING THE QUALIFIED WORKERS

 

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Geeta Varma,

HR Freelancer.

This is a paradoxical situation in the current scenario. Though the numbers of management students churned out are more but the employability seems to have dipped dangerously low which could adversely affect in future of capable skilled youth. In this article we will find out the reasons as to why the difficulties are arising and what can be suggested to overcome the difficulties.

At the outset let us understand the dire state of education. Nearly 80% of graduates seeking employment have been found to be unemployable. At the same time the number of management institutes have been soaring high with sky rocketing education fees. Yet sadly the end result seen is lose – lose equation.

What are the reasons for this? Few that are visible are:

  1. The state of education level needs immediate attention for great improvement.
  2. The HRD Ministry, state boards need to take closer look at the grant of college permission to extend the education to the students.
  3. The syllabus has to be in sync with the corporate needs to align both education imparted and its practical applicability.
  4. Education has become a money spinner with no bonding to real time work experiences.
  5. The respective people associated with institutions and colleges are not educated themselves to understand the importance of imparting the knowledge.
  6. Corruption has become the normal way of life with no guilt conscious in people.
  7. Education method still continues to be the old way and not aligned to the global standards.
  8. In the know of the situation where talent is difficult to find, companies are continuing to have a mind block in rehiring experienced persons and creating age barriers.
  9. Hesitancy in breaking free from traditional ways of handling management situations and problems.
  10. The standard of education has taken a back seat vis-à-vis the financial gains.
  11. The candidates are no longer truthful on their credentials and testimonials.
  12. Recruitment partners are not engaging enough time to dig deeper into the candidates’ provided information.
  13. At times referrals without merit are given precedent over merit thereby culture of pleasing the superiors is fast becoming a killer for selection of the right talent.
  14. Unscientific remuneration structure and vast gaps are also hampering the right talent being selected and retained.
  15. Qualification sans individual abilities sans personal choice of career are becoming the enemy of talent and the shortage of skilled personnel is leading to war of hiring the same.

It is to be noted that in the past as well we have observed war on hiring talented personnel by giving high remuneration at times stretching more than rational reasons which itself created other types of imbalances.

To productively solve man created lack of talented workforce, few suggestions are enlisted below:

  1. Let there be an active engagement between the corporate houses and the educational institutes with HRD ministry all deciding to evolve a curriculum that provides employment of the right talent.
  2. Introduce Psychometric battery of tests in the schools to gauge the capabilities, abilities, interests and skills existing in the students to pick the right choice of career.
  3. Have a registered national skill database for searching the personnel for newer skill sets, old skills etc.
  4. Reach out and rehire ex-employees if the skills are not found amongst youth.
  5. Encourage reverse mentoring to benefit both the companies and the young hires.
  6. Identify potential personnel for upgrading the new skills required, hone existing skills and create backups.
  7. Develop multi section / discipline amongst employees for any unforeseen eventualities.
  8. Truly have out of box thinking for hiring and include multi type of employments.
  9. Push for changing adage labor laws to sync with the current changing world.
  10. Last but not the least, remove gender bias and be inclusive to encourage diversity at workplace.

Hence, if the persistent problem of finding qualified workers is to be tackled head on then all the parties involved in imparting education, getting educated, being employed and desiring talented people should be gainfully involved to arrive at a new solution beneficial to them.

 

Article by Geeta Varma, HR Freelancer, Mumbai. The thoughts shared are personal and not intended to challenge anyone.

 

 

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