- Engaging (Style)
- Accessible
- Useful
- Original
- Uses Images Effectively
- Thoughtful and Thought-Provoking
- Generous
- Focusing on What's Important
- Positive
- Credible
- Just the Right Length
- Honest
May 31, 2006
What makes a blog popular?
Dave Pollard has some insights:
The Secret to Success
...is having fun, says the Cheezhead.
We’re all blessed with gifts that make us unique, special. Find your gifts. Fall in love with your gifts. Be passionate, live and have fun. Life’s too short not to.
So you want to be an Investment Banker?
So you want to get into IIM Ahmedabad.
So that you can go to Goldman Sachs or Lehman Brothers and become an investment banker on Wall Street?
Then, read this.
So that you can go to Goldman Sachs or Lehman Brothers and become an investment banker on Wall Street?
Then, read this.
May 30, 2006
Organizational growth and learning
Dr. Balaji ruminates
Rarely I have seen organizations being founded or started by people who have passed their prime of youth.
Often, it is young with stars in their eyes start organizations.As they begin to recruit, there is a mix of youth and experience.
Especially in the knowledge industry (KI) the initial years start with a significant bias towards higher age and progressively as they grow (i presume they have the DNA for success and growth), the average (age) of the company starts to shrink.This phenomenon interestingly starts to change after about half a decade to a decade. Initially it is the 30 somethings who are in the leadership seats.The thesis, is the journey of key players in an organization, in their life will cast a shadow on the journey of the organization.
As the organizations become successful, its ability to experiment and invite anyone and everyone who seem to be able to a task shrinks significantly, and starts seeking the behavior of large organizations, which invite people who have worked with large organizations and have someting to bring to the table in terms of managing 'largeness'.
Another phenomenon that takes off is the organic growth of 'senior' people in the organization itself. In the initial few years it is the struggle of an organizatin to invite experienced people from larger and established organizations, the stream of people and the net number of people who remain in the system, inspite of the large attrition that a churn in the industry imposes, increases.And hence the two phenomena influence the organization's policies and trajectory.
Two consequent phenomena kick into reality. One, the 'organic seniors', tend to slow down given their stations in life, and therefore might slow down the organization. And often the principle of 'loyalty' works, and hence block, more often than not, positions, which should have been staffed by competent people, by 'them'. Since 'they' are the senior management, many organizational policies tend to protect 'their' turf.Second, the clamour of the 'organically' grown people, begin to experience their legitimate needs to grow and find appropriate positions.The question for the organization is - are they ready to deal with these two phenomena?
Is this a part of organizational learning? Do organizations prepare for this stage?My experience is that often many organizations go into what i call KJRM - knee-jerk-reaction-management.I need not elucidate about the efficacy of KJRMs. They are KJRMs.A third, associated phenomenon, that happens is the 'burden' of systems. The need to bring in order to an adhoc and anarchic growth, to get to understand the DNA that led to the growth, and the process of emulating larger organizations, which one challenged in the first place any way happen.The question that begs to be answered is - are organizations aware of the change that seem to happen to them? Are they aware of the consequences and implications of such change? Do they develop appropriate mechanisms to engage with them?
Rarely I have seen organizations being founded or started by people who have passed their prime of youth.
Often, it is young with stars in their eyes start organizations.As they begin to recruit, there is a mix of youth and experience.
Especially in the knowledge industry (KI) the initial years start with a significant bias towards higher age and progressively as they grow (i presume they have the DNA for success and growth), the average (age) of the company starts to shrink.This phenomenon interestingly starts to change after about half a decade to a decade. Initially it is the 30 somethings who are in the leadership seats.The thesis, is the journey of key players in an organization, in their life will cast a shadow on the journey of the organization.
As the organizations become successful, its ability to experiment and invite anyone and everyone who seem to be able to a task shrinks significantly, and starts seeking the behavior of large organizations, which invite people who have worked with large organizations and have someting to bring to the table in terms of managing 'largeness'.
Another phenomenon that takes off is the organic growth of 'senior' people in the organization itself. In the initial few years it is the struggle of an organizatin to invite experienced people from larger and established organizations, the stream of people and the net number of people who remain in the system, inspite of the large attrition that a churn in the industry imposes, increases.And hence the two phenomena influence the organization's policies and trajectory.
Two consequent phenomena kick into reality. One, the 'organic seniors', tend to slow down given their stations in life, and therefore might slow down the organization. And often the principle of 'loyalty' works, and hence block, more often than not, positions, which should have been staffed by competent people, by 'them'. Since 'they' are the senior management, many organizational policies tend to protect 'their' turf.Second, the clamour of the 'organically' grown people, begin to experience their legitimate needs to grow and find appropriate positions.The question for the organization is - are they ready to deal with these two phenomena?
Is this a part of organizational learning? Do organizations prepare for this stage?My experience is that often many organizations go into what i call KJRM - knee-jerk-reaction-management.I need not elucidate about the efficacy of KJRMs. They are KJRMs.A third, associated phenomenon, that happens is the 'burden' of systems. The need to bring in order to an adhoc and anarchic growth, to get to understand the DNA that led to the growth, and the process of emulating larger organizations, which one challenged in the first place any way happen.The question that begs to be answered is - are organizations aware of the change that seem to happen to them? Are they aware of the consequences and implications of such change? Do they develop appropriate mechanisms to engage with them?
May 29, 2006
excited utterances moves
Excited Utterances one of the first KM and legal blogs has tied up with Law Librarians News (LLN) to create a subscription based newsletter.
All subscribers will receive a PDF delivered to his or her e-mail inbox twice every month. Subscribers also gain "members only" access to all back issues of Law Librarians News, as well as the entire archive of excited utterances (both via the LLN members section) at http://www.practicesource.com
So, does that mean Joy London's pronouncements on Legal KM will no longer be accessible for us ? Is the information flowing back to the newsletter era? Is this the new way to cut the clutter of millions of blogs?
Update: Thankfully, I just discovered that we can see the blog at http://www.practicesource.com/excited/ !
All subscribers will receive a PDF delivered to his or her e-mail inbox twice every month. Subscribers also gain "members only" access to all back issues of Law Librarians News, as well as the entire archive of excited utterances (both via the LLN members section) at http://www.practicesource.com
So, does that mean Joy London's pronouncements on Legal KM will no longer be accessible for us ? Is the information flowing back to the newsletter era? Is this the new way to cut the clutter of millions of blogs?
Update: Thankfully, I just discovered that we can see the blog at http://www.practicesource.com/excited/ !
May 25, 2006
Talentism: Purpose before profit
Expounding on the principles of talentism, Jeff says there should be purpose before profit.
While Jeff has organizations in mind, I want to flip the question around.
As a person employed by large organizations, what is your core purpose? What gives you joy?
Have you stifled it because someone said, do this other thing, because that's what's booming or that's where the jobs are.
As Seth Godin says: To start being extraordinary, simply stop being ordinary.
What drives you? Profit? or Purpose?
While Jeff has organizations in mind, I want to flip the question around.
As a person employed by large organizations, what is your core purpose? What gives you joy?
Have you stifled it because someone said, do this other thing, because that's what's booming or that's where the jobs are.
As Seth Godin says: To start being extraordinary, simply stop being ordinary.
What drives you? Profit? or Purpose?
the 7 habits of effective consultants
Doc Balaji has a lighter take on them
1. Echo the client.
2.Paraphrase
3.Drop Names
4. Praise
5. Take some notes.
6. Always carry a calendar, full of penciled schedules.
7. Do not offer advice on the first instance. Listen.
Heh.
1. Echo the client.
2.Paraphrase
3.Drop Names
4. Praise
5. Take some notes.
6. Always carry a calendar, full of penciled schedules.
7. Do not offer advice on the first instance. Listen.
Heh.
May 24, 2006
That damn ISO 9000
Dilip D'Souza makes my day by taking on management jargon and fads, specifically the ISO 9000.
A must read.
A must read.
Tony advises consultants on career changes
Tony at Top Consultant has penned 7 tips for consultants to look for a change. Mail him to get a free copy. See here for more details.
May 23, 2006
A comment by a reader
to the ten reasons why organizations are not able to retain people post
A reader writes:
You simply hit the bull’s eye by stating that those TEN REASONS why organizations are not able to retain employees.
However I would like to add a couple of VERY IMPORTANT points from my own personal experience:
1) Dirty Office Politics ( Often led from the Senior level management ) - Same elsewhere as I Understand
2) No Incentives Schemes as well as a genuine recognition of the hard work done.
3) Lack of communication between Departments heads as well as the Junior Employees.
4) Job Profile.
The above mentioned reasons are also the ones that I believe employees leave their organizations. I have a total work experience of 7 plus years and I have
worked in a small I.T company to Call Centers ( A very famous name – ZZZ BPO Solutions) and presently working for this Firm called as "YYY Services Pvt. Ltd ". From my experience one thing is very clear in large organizations ( Like ZZZ) it is simply impossible to let your opinion BE HEARD. Although all these so called Indian I.T giants do their P.R pretty well it is a fact of matter that Internally the situation is quite the opposite than it seems from outside.
If you have read the wonderful book written by former C.E.O of INTEL – Andrew Grove : "Only the Paranoid Survive " you would understand it right down to the core. In very large companies whether it is an Indian or a MNC the C.E.O is OUT of TOUCH with ground realities and does NOT really know exactly what is going around his company. In spite of being a very fast growing company my company has an annual Attrition rate of around believe it not 70%-80% .The key reasons as I you have already mentioned in the blog and you can add the ones that I have mentioned afore.
Presently I am awaiting the DREADED THING called as "APPRASAIL " in June ( we have – 6 Monthly apprasails and the ANNUAL one at the end of year). However I am not really expecting miracles but atleast something to my satisfaction. ( I have an open outlook towards New CAREER and Job Options if any please let me know)
This is the reality of the experience that organizations have to grapple with. I do not know what to say to a person who has experienced such negativities in organizational life. I can only wish him the best of luck and hope that he/she gets a better manager and organization !
A reader writes:
You simply hit the bull’s eye by stating that those TEN REASONS why organizations are not able to retain employees.
However I would like to add a couple of VERY IMPORTANT points from my own personal experience:
1) Dirty Office Politics ( Often led from the Senior level management ) - Same elsewhere as I Understand
2) No Incentives Schemes as well as a genuine recognition of the hard work done.
3) Lack of communication between Departments heads as well as the Junior Employees.
4) Job Profile.
The above mentioned reasons are also the ones that I believe employees leave their organizations. I have a total work experience of 7 plus years and I have
worked in a small I.T company to Call Centers ( A very famous name – ZZZ BPO Solutions) and presently working for this Firm called as "YYY Services Pvt. Ltd ". From my experience one thing is very clear in large organizations ( Like ZZZ) it is simply impossible to let your opinion BE HEARD. Although all these so called Indian I.T giants do their P.R pretty well it is a fact of matter that Internally the situation is quite the opposite than it seems from outside.
If you have read the wonderful book written by former C.E.O of INTEL – Andrew Grove : "Only the Paranoid Survive " you would understand it right down to the core. In very large companies whether it is an Indian or a MNC the C.E.O is OUT of TOUCH with ground realities and does NOT really know exactly what is going around his company. In spite of being a very fast growing company my company has an annual Attrition rate of around believe it not 70%-80% .The key reasons as I you have already mentioned in the blog and you can add the ones that I have mentioned afore.
Presently I am awaiting the DREADED THING called as "APPRASAIL " in June ( we have – 6 Monthly apprasails and the ANNUAL one at the end of year). However I am not really expecting miracles but atleast something to my satisfaction. ( I have an open outlook towards New CAREER and Job Options if any please let me know)
This is the reality of the experience that organizations have to grapple with. I do not know what to say to a person who has experienced such negativities in organizational life. I can only wish him the best of luck and hope that he/she gets a better manager and organization !
Knowledge is ignorance...
Dr. Balaji explores some deep thoughts...
I for very long time did not understand what Adi Shankara, a great shaivite sage said long ago - vidya is avidya. Knowledge is ignorance. I probably am getting some part of it! :-)I believe the problem of the modern world, is avidya. There is a constant push towards de-skilling everything that we do. While it is great for modern economies and the folks pushing for scale, it does what the caste system did in India.There are a few who know and understand what is happening at the macro level and can play with, there are millions who are de-skilled - so that 'dumb' people can be employed and can function.The whole movement on process and KM, is looking forward to a society which is designed to be what i call IP - Idiot Proof!
Too much of abstraction is needed to be a top 'guy'. Too much abstraction in my mind makes me feel that it would lead to too much power with too few people. Abstraction needs training. Abstraction needs longer training. Only the rich and thhe powerful and a few others can access longer training. Too much abstraction i guess is anti-people. especially the ordinary folk, and often the decent folks. Abstraction is a cousin sister of bigness. Bigness is more control.Often bigness means farther away from reality.
The farther you are from reality, the more insecure you become. The more insecure you become, the more control you want. The more complex monitoring
systems you would like to build. which of course need more training to understand and function. Then you can justify immodest pays. and immodest living. immodest attitude.
I have often thought of my replies to my grandfather who kept peppering me with knowledge questions when I was very young, and my replies used to invariably be "I don't know"
One day, in disgust he told me "your name should be 'I don't know'."
Reading this post by Balaji, is this comment by my long dead grandfather responsible for what drives me to gain more and more knowledge, read more and more books? The constant desire to rub off the ignorance of not knowing? Is that also the reason why I am attracted to the subjects of Knowledge Management and individual and organizational learning?
Is the 'problem' I am trying to solve in others, deep down, in reality, only mine?
May 19, 2006
Single Loop Learning and Management
Single loop and Double loop learning (terms coined by Chris Argyris) are different in the sense that single loop learning is learning about a phenomenon while double loop learning is learning the process (values, reasons, hidden mental models etc) behind the phenomenon.
However, isn't it strange that while managers have the process and double loop knowledge of their functional area, they operate on single loop learning when managing people?
I wish all managers who manage people make an effort to understand people and what makes each one unique, what is every individual's goal, what they value individually and as well as a group.
However, isn't it strange that while managers have the process and double loop knowledge of their functional area, they operate on single loop learning when managing people?
I wish all managers who manage people make an effort to understand people and what makes each one unique, what is every individual's goal, what they value individually and as well as a group.
May 18, 2006
Boom in advisory consulting jobs in India
With the rest of the economy picking up, seems like demand for consultants are up again !
From Business Today (subscription reqd):
The booming economy is throwing up job opportunities for consultants. Says Sumeet Mathur, Director, Human Resource, KPMG: "We plan to recruit about 5,000 people by 2010." A majority of them will be CAS and MBAs in the 24-35 age group.
The story is much the same at other consultancy majors. "I'll recruit 100 people right away if I get the right people," adds Rahul Roy, Executive Director, Ernst & Young. "There's huge demand for both top end 'brain surgery' work as well as grunt work," informs Mohit Mohan, VP of executive search firm Gilbert Tweed Associates.
PWC and McKinsey & Company declined to reveal their numbers, but market sources say they, too, are hiring big. Smaller and niche consulting firms are adding to their headcount as well. Adds Arun Mahapatra, Managing Partner, Heidrick & Struggles: "This trend will continue for at least another 2-3 years."
So all you wannabe corporate advisors, put your best feet forward, and brush up the Case Interview method.
From Business Today (subscription reqd):
The booming economy is throwing up job opportunities for consultants. Says Sumeet Mathur, Director, Human Resource, KPMG: "We plan to recruit about 5,000 people by 2010." A majority of them will be CAS and MBAs in the 24-35 age group.
The story is much the same at other consultancy majors. "I'll recruit 100 people right away if I get the right people," adds Rahul Roy, Executive Director, Ernst & Young. "There's huge demand for both top end 'brain surgery' work as well as grunt work," informs Mohit Mohan, VP of executive search firm Gilbert Tweed Associates.
PWC and McKinsey & Company declined to reveal their numbers, but market sources say they, too, are hiring big. Smaller and niche consulting firms are adding to their headcount as well. Adds Arun Mahapatra, Managing Partner, Heidrick & Struggles: "This trend will continue for at least another 2-3 years."
So all you wannabe corporate advisors, put your best feet forward, and brush up the Case Interview method.
Raining jobs in India
From the Business Today (subscription reqd.):
Expectedly, the information technology sector is generating the largest numbers. Between them, two of India's IT Big Three, TCS and Infosys, plan to hire about 50,000 new faces this year. Add Wipro, Satyam and HCL to this list and that number doubles immediately. (That's 100,000 jobs in the next 12 months !!)
THE HOTTEST SECTORS
Financial services (asset management, private equity, investment banking and regular banking), IT & ITES, healthcare, real estate, retail services, FMCG, automobiles, aviation, travel and hospitality, telecom, and consulting.
THE LEVELS
Top management: CEOs, CFOs, Head of HR, Head of Quality;
Middle management: CTOs, Marketing & Sales Managers,Finance Managers, HR Managers; and junior and entry levels.
Expectedly, the information technology sector is generating the largest numbers. Between them, two of India's IT Big Three, TCS and Infosys, plan to hire about 50,000 new faces this year. Add Wipro, Satyam and HCL to this list and that number doubles immediately. (That's 100,000 jobs in the next 12 months !!)
THE HOTTEST SECTORS
Financial services (asset management, private equity, investment banking and regular banking), IT & ITES, healthcare, real estate, retail services, FMCG, automobiles, aviation, travel and hospitality, telecom, and consulting.
THE LEVELS
Top management: CEOs, CFOs, Head of HR, Head of Quality;
Middle management: CTOs, Marketing & Sales Managers,Finance Managers, HR Managers; and junior and entry levels.
The one thing you need to know; and do !
From Marcus Buckingham:
What's your "one controlling insight" ?
I dispense some pretty revolutionary advice: find out what you don’t like doing and stop doing it.
It sounds so simple, yet as you examine your role and duties, you’ll discover the key to maximizing your strengths is in your ability to cut out the activities and responsibilities that get in the way of your success. All you have to do is find the one controlling insight that allows you to unlock your potential for obtaining and sustaining long-lasting personal success – and you can lead your own personal strengths revolution!
What's your "one controlling insight" ?
Why do organization systems stifle ?
I've been having this conversation with a blogger (who will not be linked here !) and only today we were discussing something that Jeff puts so well !
Present corporate systems make frugal people profligate, intelligent people stupid and serious people silly. If we had something else that was reasonable to compare it to most of us would think that the modern corporation is some cruel mistake hoisted upon us by those mutton-chopped monopolists of long ago.
This means that the modern corporation prizes capital over talent and acts daily on the belief that a corporations primary objective is to manage their shareholder's risk rather than maximize their investor's return.
Talentism is an attempt, however humble, to turn this bad system into a good one. I believe that a voluntary gathering of like-minded people all focused on creating value for informed markets, minimizing waste and prizing talent growth above capital conservation is the only sustainable way to both increase investor returns and make the world a better place. So, hat in hand, I hereby undertake to publish "The Principles of Talentism."
I'm joining Jeff's revolution ! Are you ?
Present corporate systems make frugal people profligate, intelligent people stupid and serious people silly. If we had something else that was reasonable to compare it to most of us would think that the modern corporation is some cruel mistake hoisted upon us by those mutton-chopped monopolists of long ago.
This means that the modern corporation prizes capital over talent and acts daily on the belief that a corporations primary objective is to manage their shareholder's risk rather than maximize their investor's return.
Talentism is an attempt, however humble, to turn this bad system into a good one. I believe that a voluntary gathering of like-minded people all focused on creating value for informed markets, minimizing waste and prizing talent growth above capital conservation is the only sustainable way to both increase investor returns and make the world a better place. So, hat in hand, I hereby undertake to publish "The Principles of Talentism."
I'm joining Jeff's revolution ! Are you ?
The new Reds?
10 reasons why Vladimir Lenin would love today's Internet
(too many of these 10 reason things happening ;-) !
(too many of these 10 reason things happening ;-) !
The HCI comes to India
I got a mail from BP Rao, of People 1st Consulting that they have been selection to partner with the Human Capital Institute (HCI). This partnership gives People 1st exclusive distribution rights for all HCI offerings in India. It covers individual and institutional membership of HCI, their educational products and sponsorship of HCI delegate-events.
Now I know that I won't be feeling so left out when events like this are happening !
Now I know that I won't be feeling so left out when events like this are happening !
On being authentic and leading transformation
Dr. Balaji shares his learnings on what it takes to lead change.
If you believe in something, the world would often than not, work with you. If you are authentic that is. I have heard much brouhaha about corporates being ommitted to issues. It has been my experience that very few are deeply interested in issues - especially burning social issues. Coffee table discussion fine. Serious transformation issues - thank you!
But I have also seen what a few committed people with passion can do. I have seen this lady who headed the APSACS achieve in a few years. Probably one could say, repeated messaging over a period of time created a climate. Boy, was she good at it? Some times I wondered if only she allowed others to speak. But her passion, even if it meant frustration for many rang in the authenticity. Unless you chose to be deaf.
May 16, 2006
Rediff enters into the vertical job search business
This is getting interesting. Rediff becomes the first big portal in India to dive into the vertical job search waters. Check this search for SAP FICO people.
very interestingly, Rediff is scraping naukri.com's site. Last heard naukri slapped a case against bixee for scraping content. But what will they do against rediff's might?
Watch this space, folks!
very interestingly, Rediff is scraping naukri.com's site. Last heard naukri slapped a case against bixee for scraping content. But what will they do against rediff's might?
Watch this space, folks!
Managers turn authors - Anu Kumar and Ajay MK
After Abhijit Bhaduri it's the turn of two more management people to turn writers.
Ajay MK, a close personal friend is bringing out his short story book "A drizzle of yesteryears" and has even started a blog around it. Ajay works in the HR function of a MNC in Malaysia.
Anu Kumar is having a book release function for her book "Letters for Paul" in Mumbai on the 26th at the Kemps' Corner Crossword flagship store, where filmmaker Shyam Benegal will help launch the novel. Dolly Thakore will alsoread from the book.
Ajay MK, a close personal friend is bringing out his short story book "A drizzle of yesteryears" and has even started a blog around it. Ajay works in the HR function of a MNC in Malaysia.
Anu Kumar is having a book release function for her book "Letters for Paul" in Mumbai on the 26th at the Kemps' Corner Crossword flagship store, where filmmaker Shyam Benegal will help launch the novel. Dolly Thakore will alsoread from the book.
Disorganized mismanagement
Something like structured chaos?
Maybe the 70:20:10 rule needs to be looked at? Naah !
Why manage when you have the huge market cap?
Maybe the 70:20:10 rule needs to be looked at? Naah !
Why manage when you have the huge market cap?
May 15, 2006
India wants 'glocal' HR heads
I think this article in the Economic Times is way off the mark.
It says:
I think the ET has got it wrong. Sure it points to certain chiefs of HR like Aquil Busrai and Abhijit Bhaduri who have had global experience, but saying that they have been primarily hired because of their global experience is not right.
There is a shortage in the HR leadership talent pool in India these days. No question about it. Executives who are moving back to India are moving so that they can take advantage of these factors, and companies who are hiring them are doing so because of their HR skills. The fact that they have global experience is an added bonus.
If getting HR executives with global experience was such a imperative, why didn't Infosys ask for a phoren-returned Indian HR head or more simply a foreigner as the HR head? I think Aquil's comment in the article is more spot on:
That's my rant against journalists taking some data to present it as a trend!
It says:
India Inc is gunning for Indian HR heads with global halos. And the foreign-returned HR executives seem to be the breed in vogue these days. Even before the demand for globally-bred CEOs is met, companies in India have begun hankering for HR chiefs with global experience.
I think the ET has got it wrong. Sure it points to certain chiefs of HR like Aquil Busrai and Abhijit Bhaduri who have had global experience, but saying that they have been primarily hired because of their global experience is not right.
There is a shortage in the HR leadership talent pool in India these days. No question about it. Executives who are moving back to India are moving so that they can take advantage of these factors, and companies who are hiring them are doing so because of their HR skills. The fact that they have global experience is an added bonus.
If getting HR executives with global experience was such a imperative, why didn't Infosys ask for a phoren-returned Indian HR head or more simply a foreigner as the HR head? I think Aquil's comment in the article is more spot on:
“Executives working abroad always have the choice of more overseas assignments, but as a professional, one looks at where the action is, and all the action is in India and China for now,” says Aquil Busrai, who quit Shell Malaysia to join IBM Global services in India.
That's my rant against journalists taking some data to present it as a trend!
The pros and cons of bloggers
John Sumser has a great list of value and risks associated with having bloggers in your organization !
Great points.
I specially liked the fact that he says "There are no risks associated with blogs. There are serious risks associated with bloggers." as well as "There are no benefits gained from blogs. Bloggers create value for the organization"
Some great advice that CEOs and heads of communications and marketing in organizations that want to or are looking to external employee bloggers should keep in mind!
As I was discussing with a colleague of mine, it's like having the freedom to do up your workplace within the organization.
Plain uniform cubicles tell everyone "You are all equally dull!"
But if you give everyone the freedom to do up their workspaces, they can come up with something magical !
Great points.
I specially liked the fact that he says "There are no risks associated with blogs. There are serious risks associated with bloggers." as well as "There are no benefits gained from blogs. Bloggers create value for the organization"
Some great advice that CEOs and heads of communications and marketing in organizations that want to or are looking to external employee bloggers should keep in mind!
As I was discussing with a colleague of mine, it's like having the freedom to do up your workplace within the organization.
Plain uniform cubicles tell everyone "You are all equally dull!"
But if you give everyone the freedom to do up their workspaces, they can come up with something magical !
May 13, 2006
Injunctions of Gestalt Therapy
I came across the following injunctions of Gestalt Therapy when browsing Wikipedia. It struck me that the injunctions if internalised would enable us to have better work lives as well as personal lives ! After all Gestalt Therapy is based on the experiential ideal of "here and now", and relationships with others and the world.
- Live now, stay in the present.
- Live here, be with the present.
- Stop imagining, experience reality.
- Stop unnecessary thinking.
- Express, rather than manipulating, explaining, justifying, or judging.
- Give in to unpleasantness do not restrict your awareness.
- Accept no "should" or "ought", other than your own.
- Take full responsibility for your own actions, feelings and thoughts.
- Surrender to being who you are right now.
May 11, 2006
Playing around with Google trends
Did you know that:
- Search volumes for Infosys and Wipro match very closely?
- The biggest search spike for IIPM was around the last quarter of 2005?
- The searches for IIM have nothing to do with news items?
- IBM leads over Accenture in both search as well as news?
- In search Mumbai leads over Bangalore which leads a long way over Chennai, Hyderabad comes third and Gurgaon a distant fourth. In news Mumbai is very ahead.
- McKinsey leads over BCG, and more people search for it from India than any other place?
- Anil Ambani gets searched more, while Mukesh is more in the news?
- Shahrukh Khan leads Amitabh Bachchan in searches, while Amitabh beats him in news?
- Abhishek should never compete with girlfriend, ever?
- Sania leads over Sachin Tendulkar in search, and the maximum searches from Trivandrum (!)?
- Greg and Sourav are neck and neck?
Pam Slim gives up
trying to change management. (hat tip: Guy K)
Can't we ever humanize workplaces rather than "human capitalize" or "human resourcize" them?
Can't we give people larger goals and trust them to find their own creative ways of achieving them?
Can't we trust people?
I tried for many years as a consultant to YOU to explain the importance of treating your employees with dignity and respect. I encouraged you to speak clearly and to the point, to avoid endless hours of PowerPoint, buzzwords and meaningless jargon like "our employees are our most valuable asset." I was sincere in my efforts as I coached your managers and explained the importance of providing objective, developmental feedback to employees that was based on observable behavior, not personal generalizations. I encouraged you to be open with your business strategy so that your employees could contribute ideas to grow your company.Is it really that difficult?
After ten years, I give up. I was banging my head against the wall trying to find ethical, creative ways to train your employees on the merits of your forced ranking compensation plan. No amount of creativity could overcome the fact that it is a stupid idea and does nothing but create an environment of competition, politics and resentment. Whoever sold you on that idea was wrong.
So now I want to help your employees leave and start their own business. Regain control of their life. Feel blood pumping in their veins and excitement in their chest as they wake up each day. I honestly wish that it were possible for them to feel that inside your company. But things have gotten so convoluted that I honestly don't think it is possible unless you take some drastic steps.
Can't we ever humanize workplaces rather than "human capitalize" or "human resourcize" them?
Can't we give people larger goals and trust them to find their own creative ways of achieving them?
Can't we trust people?
Google goes social
Hmm...an admission that algorithms are not the ultimate answer?
I suddenly noticed the other day that some of the better web 2.0 applications are all by Yahoo... I use Flickr instead of Picasa, I use Delicious and I like Yahoo Mail Beta better than Gmail these days (only if they have ever increasing storage!) ! And these days instead of Googling I've been hanging out more and more at the Wikipedia.
Is Google missing the web 2.0 bus? Or has Yahoo been smarter in picking up the most useful web 2.0 companies? Who'll get Youtube? It's more or less left Google Video much behind.
Heck, even the guru of marketing can't seem to get it right!
I suddenly noticed the other day that some of the better web 2.0 applications are all by Yahoo... I use Flickr instead of Picasa, I use Delicious and I like Yahoo Mail Beta better than Gmail these days (only if they have ever increasing storage!) ! And these days instead of Googling I've been hanging out more and more at the Wikipedia.
Is Google missing the web 2.0 bus? Or has Yahoo been smarter in picking up the most useful web 2.0 companies? Who'll get Youtube? It's more or less left Google Video much behind.
Heck, even the guru of marketing can't seem to get it right!
May 10, 2006
Dr. Dharni Sinha, RIP
Dr. Dharni P Sinha, one of the founders of the OB/HR movement in India passed away last evening in Patna.
Dr. Sinha was one of the founders of Indian Society of Applied Behavioural Sciences (ISABS), former principle of Administrative Staff College of India (ASCI), and a one time chairman of of All India Board of Management Studies. He was also the founder of COSMODE.
Dr. Sinha was also closely associated with the setting up of IIM Kolkata
Dr. Sinha was one of the founders of Indian Society of Applied Behavioural Sciences (ISABS), former principle of Administrative Staff College of India (ASCI), and a one time chairman of of All India Board of Management Studies. He was also the founder of COSMODE.
Dr. Sinha was also closely associated with the setting up of IIM Kolkata
May 9, 2006
Leadership Philosophy
Mohit Kishore posts on the art of ancient Greek leadership.
In a city of good men, if it came into being, the citizens would fight not to rule. There it would be clear that anyone who is a true leader doesn’t by nature seek his own advantage but that of his subjects.
10 reasons why organizations are not able to retain employees
Reading Zoe's post I was inspired to come up with reasons why people leave organizations.
- People don't get integrated. Most organizations have an orientation program which is more of data-dump or focussed on compliance trainings being completed. The focus should be more on enabling employees to form networks within themselves.
- Performance goals are unclear. In a fast growing team or business the focus is on getting the thing done today, but rarely are performance goals thought through and employees told as to which resources to approach for help.
- Development is always tomorrow's job. Culturally Indians are focussed on learning. If learning adds value only to the job and not to the overall career goals of the individual then the organizations seems too transactional for the employee
- The personal touch is missing. How comfortable are managers building personal bonds with their subordinates? A lot of managers shy away fearing a bond will make delivering hard messages difficult. I would argue that it's the other way round! Knowing employees on personal level makes a manager know their strengths and weaknesses. Work allocation and employee development become easier.
- Reward systems are not transparent. Most employees who get salary increases because they have a rare skill at a particular point of time think they got their raise for excellent performance. Can you share details about how they have been compensated?
- Percieved equity of reward systems is low. Like it or not, employees discuss salary details and if there is any percieved lack of equity then you have an issue !
- Goal setting process is not scientific. Most organizations impose a normal curve fitment, but do not train managers to set realistic goals or goals that tie up with organizational or functional goals. This also leads to point number 6
- External equity is missing too. Don't do an annual compensation survey when the market moves every 3-4 months. If your practitioners feel that externally comparable professionals are being valued more, then they will leave.
- No communication around total value. If you offer benefits apart from only monetary terms do you communicate that to employees too. Things like being a global or niche industry leader, value of the brand of the organization, should also be made explicit.
- No career planning. Are people aware of the ways in which they can grow in the organization? Who are the role models within the organization? Do they know what they have to do to gain the competencies to move to various levels? (update: Can you be radical enough and create an internal talent market ?)
Outsourcing the Police Jobs
The Ministry of Home Affairs has mooted a proposal for outsourcing certain routine jobs of the police to private detective agencies. (from the Hindustan Times)
That's interesting. So hopefully there will be more accountability ? Or will things worsen?
That's interesting. So hopefully there will be more accountability ? Or will things worsen?
China Daily: Don't blame us, blame India
This is hilarious ! From the China Daily:
The bulk of Chinese exports to the United States are labour-intensive products. If China stopped exporting such products to the United States, the Western nation would not engage in making these goods anyway. And other countries would fill the vacancy.
Worst of all, US high-tech firms, big and small, compete with each other to transfer IT-related jobs to countries such as India, where the pay and welfare level are much lower than those in the United States. They do this in order to cut costs to the minimum and reap the highest possible profits. This again costs many Americans their jobs.
Statistics indicate that about 300,000 computer-programming jobs have so far been transferred from the United States to India. And the tendency looks likely to continue.
At the same time, some financial institutions on Wall Street, following the examples of the high-tech companies, have also shifted some high-salary monetary analytical posts to India.
US research firm ForrestResearch predicts that about 3.3 million US white-collar jobs in service industries will be transferred to lower-wage countries, chiefly India, by 2018. This is bound to give rise to more serious problems.
The article gives its agenda away in the beginning, however.
The bulk of Chinese exports to the United States are labour-intensive products. If China stopped exporting such products to the United States, the Western nation would not engage in making these goods anyway. And other countries would fill the vacancy.
Worst of all, US high-tech firms, big and small, compete with each other to transfer IT-related jobs to countries such as India, where the pay and welfare level are much lower than those in the United States. They do this in order to cut costs to the minimum and reap the highest possible profits. This again costs many Americans their jobs.
Statistics indicate that about 300,000 computer-programming jobs have so far been transferred from the United States to India. And the tendency looks likely to continue.
At the same time, some financial institutions on Wall Street, following the examples of the high-tech companies, have also shifted some high-salary monetary analytical posts to India.
US research firm ForrestResearch predicts that about 3.3 million US white-collar jobs in service industries will be transferred to lower-wage countries, chiefly India, by 2018. This is bound to give rise to more serious problems.
The article gives its agenda away in the beginning, however.
Many Americans, influenced by US media, believe that their jobs are being stolen by competitors from China.
This opinion, which is widely bought by workers in manufacturing sectors, has great influence on the US Government.
May 7, 2006
Agony of a consultant
A strategic HR consultant who's decided to leave the industry confides the reason:
How times change!
"Heck, when I entered HR consulting 6 years ago everyone acknowledged that we knew more and were more intelligent and would get paid more than all the other HR guys in the industry. Now industry pays more than us and HR heads never take our words to be gospel truth anymore!"
How times change!
My favorite books on HR, KM and Innovation
Someone asked me if I could suggest them my favorite books on HR, KM and Innovation.
I thought I'd share it with you too !
Flawless Consulting: A Guide to Getting Your Expertise Used - Amazingly down to earth and step by step guide to anyone who wants to influence without using authority. Peter Block is amazing. Read the latest edition and the added chapter on "The Shadow side of Consulting". Highly recommended for internal support groups within organizations too !
The Headhunter's Edge - Jeff Christian's book will tell you how a headhunter thinks and how you can thereby ensure that your people cannot be hired away by them. Amazing insights into recruitment as well as retention. He fully endorses counteroffers, by the way!
Harvard Business Review on Breakthrough Thinking - If you are in an exploratory mood to read up various viewpoints of organizational creativity then do pick up this book. But if, you are working in an organization, and what to know what to do to take it through the whole end-to-end innovation journey then this book is only an appetizer. You'll have to catch someone else to serve you the meal.
Enabling Knowledge Creation : How to Unlock the Mystery of Tacit Knowledge and Release the Power of Innovation by Kroeg and Nonaka. this book is likely to disturb people who have read and formed ideas about KM by reading works of the American thought leaders. Their premises of Knowledge Enabling and Creation are that Knowledge is justified true belief, individual and social, tacit and explicit, Knowledge depends on your perspective and that Knowledge Creation is a craft , not a science.
Intellectual Capital: The New Wealth of Organizations - Tom Stewart demonstrates how the traditional accounting system and management processes do not take into account the most important things in the company, human capital, structural capital and customer capital.
The Living Company by Arie de Geus talks about the evolving notion of the organization as a living being, instead of just an "economic entity" whose main purpose of existence is to survive, fulfill its potential, and to become great.
Maverick : The Success Story Behind the World's Most Unusual Workplace by Ricardo Semler. In my view this is the organization that most organizations should aspire to become. The holy grail of HR - no HR departments :-)
Self Designing Organizations: Learning How to Create High Performance (Organizational Development Series) by Susan Albers Mohrman.
Of course, there are a lot other great books in the above areas. What are yours?
I thought I'd share it with you too !
Flawless Consulting: A Guide to Getting Your Expertise Used - Amazingly down to earth and step by step guide to anyone who wants to influence without using authority. Peter Block is amazing. Read the latest edition and the added chapter on "The Shadow side of Consulting". Highly recommended for internal support groups within organizations too !
The Headhunter's Edge - Jeff Christian's book will tell you how a headhunter thinks and how you can thereby ensure that your people cannot be hired away by them. Amazing insights into recruitment as well as retention. He fully endorses counteroffers, by the way!
Harvard Business Review on Breakthrough Thinking - If you are in an exploratory mood to read up various viewpoints of organizational creativity then do pick up this book. But if, you are working in an organization, and what to know what to do to take it through the whole end-to-end innovation journey then this book is only an appetizer. You'll have to catch someone else to serve you the meal.
Enabling Knowledge Creation : How to Unlock the Mystery of Tacit Knowledge and Release the Power of Innovation by Kroeg and Nonaka. this book is likely to disturb people who have read and formed ideas about KM by reading works of the American thought leaders. Their premises of Knowledge Enabling and Creation are that Knowledge is justified true belief, individual and social, tacit and explicit, Knowledge depends on your perspective and that Knowledge Creation is a craft , not a science.
Intellectual Capital: The New Wealth of Organizations - Tom Stewart demonstrates how the traditional accounting system and management processes do not take into account the most important things in the company, human capital, structural capital and customer capital.
The Living Company by Arie de Geus talks about the evolving notion of the organization as a living being, instead of just an "economic entity" whose main purpose of existence is to survive, fulfill its potential, and to become great.
Maverick : The Success Story Behind the World's Most Unusual Workplace by Ricardo Semler. In my view this is the organization that most organizations should aspire to become. The holy grail of HR - no HR departments :-)
Self Designing Organizations: Learning How to Create High Performance (Organizational Development Series) by Susan Albers Mohrman.
The book contains a lot of case studies that seek to clarify and demystify the practical delineation of what it takes for an organization to self-design. It also looks at the components of the design process: gaining knowledge, determining values and diagnosing the organization. It also touches on the "zero-sum" designing in which the design team starts with a blank slate rather than with an already existing organisation. The book also describes the action learning sequence of implementing, assessing and iterating. This reiterates the need for hedging against uncertainity and stresses innovation.
An important part of the book refers to what transition roles and structures are necessary. One chapter is devoted to the special challenge of self-design that entails large-scale change.
Designing Organizations for High Performance by David P. Hanna. The book focusses on how to implement various theories to get better results, and therefore is more of a 'how-to' book rather than being comprehensive in treatment of concepts. The how-tos concern two aspects of design , (1) the rational part, including identifying the desired organisational model, structuring the various design elements to produce the required results, and assessing one's progress at any point of time and (2) the emotional part including educating membersabout organisational alternatives to the bureaucratic model, developing their commitment and support for the model actually chosen , changing habits and practices to fit with the "model system", maintaining commitment "when the going gets tough", and renewing the model when circumstances require it.Of course, there are a lot other great books in the above areas. What are yours?
May 5, 2006
Rohan Parepally
Shel pointed me to Rohan's blog. Apparently he's the world's youngest blogger.
Welcome to the conversation Rohan. You ask some simple and yet profound questions.
Simple questions rarely have simplistic answers.
Welcome to the conversation Rohan. You ask some simple and yet profound questions.
Simple questions rarely have simplistic answers.
The future belongs to the people
...who are ready to move...out of their comfort zones.
Cross-cultural exposure will matter more and more. How are you planning to add to your learning?
Are you actively increasing the level of your interactions with people who are from other cultures? Can you work in virtual teams? How comfortable are you on the phone and email vis-a-vis face to face.
The world of work is changing and stretching.
Can you move out of your comfort zones to keep up with it?
Cross-cultural exposure will matter more and more. How are you planning to add to your learning?
Are you actively increasing the level of your interactions with people who are from other cultures? Can you work in virtual teams? How comfortable are you on the phone and email vis-a-vis face to face.
The world of work is changing and stretching.
Can you move out of your comfort zones to keep up with it?
Maternity leave in Germany to be increased to increase birth rate
The Germans want to give a year's maternity leave in an effort to increase their birth rate.
The logic escapes me. Does that mean that an inherently personal decision of having a child can be influenced by factors like a year's leave and wages? Funny, because I thought factors listed here are also important players in determining a country's birth rate.
On Tuesday, German government ministers agreed to revamp support for new
parents, including a clause that rewards fathers who agree to stay home. Under
the agreement, either parent will be able to take a leave from their job for up
to one year and receive 67 percent of their wages up to $2,250 a month.
The logic escapes me. Does that mean that an inherently personal decision of having a child can be influenced by factors like a year's leave and wages? Funny, because I thought factors listed here are also important players in determining a country's birth rate.
Women's access to education, health care, family planning, and employment
all affect family size.
The blogosphere is flattening?
Maybe Friedman wasn't so right about the real world, but the blogosphere is surely flattening as a Chinese celebrity blogger becomes the top blog in the Technorati 100.
So when can we see an Indian blog in the top 100? Still some time to go I guess. With the Tamil blogosphere growing the fastest, I think it won't be an Indian English blog to get the honors.
So when can we see an Indian blog in the top 100? Still some time to go I guess. With the Tamil blogosphere growing the fastest, I think it won't be an Indian English blog to get the honors.
Kaavya different from Swanson?
Two plagiarists...different rules?
Michael Lissack forwarded a NYT article thats states:
In fact it emerges later that the "book" emerged because a subordinate used King's words as Swanson's...and never did Swanson find that out.
As the article states towards the end:
Michael Lissack forwarded a NYT article thats states:
For Kaavya Viswanathan, national humiliation has been the answer. She's the Harvard sophomore who plagiarized large sections of other books in her debut novel and has spent much of the last week as the media's whipping girl.
It's hard to work up a lot of sympathy for her, too. She won a huge book contract thanks in part to her dishonesty, and her excuse - that she has a photographic memory - doesn't exactly smack of repentance. Still, it is worth remembering that Ms. Viswanathan is only 19 and that a lot of us did stupid things at that age. I'm guessing she will learn her lesson.
Last week's other plagiarist doesn't have this excuse. He is William H. Swanson, the 57-year-old chief executive of Raytheon, the big military contractor, and a board member at Sprint Nextel. Yet his sins have gotten just a smidgeon of the attention that Ms. Viswanathan's have. That is too bad, because in the scheme of things his character matters a lot more than hers does.
The whole situation is enough to make you wonder whether we now have lower expectations for chief executives than we do for teenagers.
FOR years, Mr. Swanson has been peddling a list of common-sense maxims called "Swanson's Unwritten Rules of Management," which became something of a cult hit in corporate America. Raytheon published them as a small book and has given away 300,000 copies.
Warren E. Buffett liked it so much, according to Business 2.0 magazine, that he ordered dozens for friends and colleagues.
Mr. Swanson was happy to accept credit, often in an aw-shucks way that fit with his homespun ideas. If you follow the rules, he wrote at the end of the book, "maybe you too can become a leader of a company and maybe it won't take you as long as it took me to get there."
Last month, however, an engineer in San Diego named Carl Durrenberger read the rules and realized they were neither unwritten nor Mr. Swanson's. In 1944, another engineer, W. J. King, published, "The Unwritten Laws of Engineering," which contain 17 of Mr. Swanson's 33 rules, often down to the very word.
"Promises, schedules, and estimates are necessary and important instruments in a well-ordered business," Mr. King wrote. "Promises, schedules and estimates are important instruments in a well-run business," Mr. Swanson wrote.
In fact it emerges later that the "book" emerged because a subordinate used King's words as Swanson's...and never did Swanson find that out.
As the article states towards the end:
It makes perfect sense that Ms. Viswanathan has gotten more attention, in this newspaper and elsewhere. She was a hot young novelist whose downfall offers a chance to expound upon everything from the book business to the college-application frenzy, with a dash of Harvard schadenfreude thrown in. Mr. Swanson is an accomplished executive who did not need a book to make him rich or semifamous.
But his story is still the more important one. He runs an 80,000-employee company that holds the lives of American soldiers in its hands. His actions affect the reputation of Raytheon's employees and chief executives generally. He is, in short, supposed to be a leader, and to quote a well-known management expert, "When things go wrong, true leaders take responsibility and rectify a mistake with speed and passion."
Actually, Mr. Swanson said that a few months ago. It didn't make the book, but he claims it's one of the rules he lives by. Do you believe him?
May 3, 2006
Congrats Shoma !
This is unrelated to business or management or HR.
I'd like to congratulate my friend Shoma Narayanan who won DNA's ME magazine's short story writing competition. You can read the first page here and the second page here. It's a very short story. Just 1000 words.
It features email, death and the workplace. So there's some tenous connection with the world of work :-)
Shoma is an engineer, and an MBA in Marketing. She currently works for a multinational bank. She lives in Mumbai (Bombay) with her husband and 3-year-old son. I'm trying to encourage her to blog too!
I'd like to congratulate my friend Shoma Narayanan who won DNA's ME magazine's short story writing competition. You can read the first page here and the second page here. It's a very short story. Just 1000 words.
It features email, death and the workplace. So there's some tenous connection with the world of work :-)
Shoma is an engineer, and an MBA in Marketing. She currently works for a multinational bank. She lives in Mumbai (Bombay) with her husband and 3-year-old son. I'm trying to encourage her to blog too!
Being indispensible
Seth has a post on how bloggers are different from 'organizations' or 'institutions'. The focus of organizations and instiutions are being 'larger than the individual' and trying to 'last'
(reminds me again of the longevity debate, but I am not going that path yet)
Seth's post reminded me something that was taught to me in college about the difference between a product and service.
1. Products are similar, services are unique. Each customer will experience your service in a different way. When a waiter serves you a pizza, the experience comprises of the waiter's attitude, the smell of the pizza and your personal disposition.
2. Services are linked to the people who deliver them. A good consultant will be different from a great consultant. Even if they represent the same firm. Every service firm tries to minimise these differences, but they never go away.
So are bloggers the only very visible people who form part (or might form part) of the Free Agent Nation and invest in The Brand Called You ?
In my view, blogging is offering the highest level of service: advice.
You need to be indispensible if you want people to take your advice.
Bloggers sell their own worldviews, their ideas and their mental models. Good bloggers prescribe. Great bloggers give you reason and the ultimate bloggers leave you with a question.
(reminds me again of the longevity debate, but I am not going that path yet)
Seth's post reminded me something that was taught to me in college about the difference between a product and service.
1. Products are similar, services are unique. Each customer will experience your service in a different way. When a waiter serves you a pizza, the experience comprises of the waiter's attitude, the smell of the pizza and your personal disposition.
2. Services are linked to the people who deliver them. A good consultant will be different from a great consultant. Even if they represent the same firm. Every service firm tries to minimise these differences, but they never go away.
So are bloggers the only very visible people who form part (or might form part) of the Free Agent Nation and invest in The Brand Called You ?
In my view, blogging is offering the highest level of service: advice.
You need to be indispensible if you want people to take your advice.
Bloggers sell their own worldviews, their ideas and their mental models. Good bloggers prescribe. Great bloggers give you reason and the ultimate bloggers leave you with a question.
May 2, 2006
The expert finder
Dave Pollard has a indepth and insightful (as always!) post on why finding "know who" would be difficult for search engines like Google.
Instead, here's what he proposes.
Instead, here's what he proposes.
Link Dump
It's a battle out there for talent - using all sorts of strategies to attract talent, like ‘Collapsible ESOPs’, `market premium bonus’, `staying-on bonus"
IT sector set to hire at scorching pace
Head hunters are short on staff
Reliance Retail hunt for talent has headhunters in a tizzy
The headhunter’s travails
Talent Management in A Knowledge-Based Economy
‘We are faced with a severe human capacity restraint in India’
IT sector set to hire at scorching pace
Head hunters are short on staff
Reliance Retail hunt for talent has headhunters in a tizzy
The headhunter’s travails
Talent Management in A Knowledge-Based Economy
‘We are faced with a severe human capacity restraint in India’
Tagged by the Talent Bloggers
The tag was spreading round and I considered myself lucky to have escaped it until now. Zoe has tagged me (sob!) and therefore I have to go through it and pass it to other talent bloggers. (sorry folks!).
Four Jobs I've Had:
Hotel Reservation Supervisor
Hertz Rental Car Sales Executive ( a short stint of 3 months!)
Medical Representative for Eli Lilly
Executive Assistant for the VP of Training.
Four Movies I Can Watch Over and Over:
Four TV Shows I Love to Watch (whenever I get the remote :-):
Four Places I've Been on Vacation:
Four Favorite Dishes:
Four Places I'd Rather Be:
Let's see if they catch the tag !
Four Jobs I've Had:
Hotel Reservation Supervisor
Hertz Rental Car Sales Executive ( a short stint of 3 months!)
Medical Representative for Eli Lilly
Executive Assistant for the VP of Training.
Four Movies I Can Watch Over and Over:
- Sholay - Nobody can be as bad as Amjad playing Gabbar. A brooding cynical Amitabh. The theatrical Veeru played by Dharmendra. Ethereal Jaya. Garrulous Hema. Heck, I think they can form a typology based on the characters in the movie.
- Blade - Wesley Snipes fights vampires. 'Nuff said.
- Dil Chahta Hai - Aamir, Saif and Akshay. Friends and the city.
- Batman Begins - Am a Batman buff. Also loved the first movie with Jack Nicholson as the Joker and Prince's soundtrack.
Four TV Shows I Love to Watch (whenever I get the remote :-):
- Storyboard - The TV show about advertising and marketing
- The Big Fight - NDTV's show that shows how people will talk but not negotiate.
- The Great Indian Comedy Show
- Tom & Jerry - My daughters love and so does my wife !
Four Places I've Been on Vacation:
- Kerala
- Nainital - It's chaotic now, but is still cooler than most places in India!
- Kathmandu - Which other city can boast of the Everest in its backyard?
- Coorg - The most under marketed summer destination in India. With coffee plantations!
Four Favorite Dishes:
- Sui Mai dumplings at Mainland China, Hyderabad
- Aloo Paranthas at Karnail Singh da Dhaba at Jamshedpur
- Soft Noodles with Mushrooms, Bamboo Shoots and Chicken at Nanking, Hyderabad
- Pork Rob Rack at TGI Friday's, Bangalore
Four Places I'd Rather Be:
- Ooty
- Shimla
- Kodaikanal
- Dehra Dun
Let's see if they catch the tag !
May 1, 2006
Higher salary means higher attrition?
IBN reports about a research done by Ma Foi which said that 24% of premiere B School students in India leave within the first 12 months of joining the organization.
I have another theory.
Apart from the expectation mismatch, these students also have friends in other organizations who have a internal ear to the job openings coming up. So, if one has missed the "dream company" at the time of campus placements, one can join it in the next few months.
Lets explain it with an example.
Suppose there is a great consulting firm Dream Consulting Group. It hires students L, M and N from B School No.1 and students X, Y and Z from B School No. 2.
Unknown to it, students L, M and N get an offer from their "other dream company" Aspired Investment Bank. M and N take the decision to ditch Dream Consulting for Aspired.
However, Dream who had done its manpower planning and filled six entry level vacancies does not come to know of the decision until the placements at school no. 1 has finished.
It does not want to hire from school no. 3 because of the prestige of only hiring from the "Top 2". So when L, X, Y and Z join Dream they find out that there exist two more vacancies and they spread the word to their friends who work for organizations like Stable Consumer Goods and Plodding FMCG Ltd. And finally V and W join Dream from Stable and Plodding.
That's the real story behind the 24%.
I wish they had labelled the story as 76% of top B School students stay with their company for more than a year. Wouldn't have been so sensationalist then, right?
“There is a mismatch in compensation. A lot of salaries include perks, but when the students get their salaries in hand there is a huge gap,” Executive Director Ma Foi Management Consultants E Balaji explains.
And since huge chunks of their salaries comprise of perks - that may not always translate into hard cash - candidates often become unhappy when they discover the money in hand is much less than their initial expectations.
I have another theory.
Apart from the expectation mismatch, these students also have friends in other organizations who have a internal ear to the job openings coming up. So, if one has missed the "dream company" at the time of campus placements, one can join it in the next few months.
Lets explain it with an example.
Suppose there is a great consulting firm Dream Consulting Group. It hires students L, M and N from B School No.1 and students X, Y and Z from B School No. 2.
Unknown to it, students L, M and N get an offer from their "other dream company" Aspired Investment Bank. M and N take the decision to ditch Dream Consulting for Aspired.
However, Dream who had done its manpower planning and filled six entry level vacancies does not come to know of the decision until the placements at school no. 1 has finished.
It does not want to hire from school no. 3 because of the prestige of only hiring from the "Top 2". So when L, X, Y and Z join Dream they find out that there exist two more vacancies and they spread the word to their friends who work for organizations like Stable Consumer Goods and Plodding FMCG Ltd. And finally V and W join Dream from Stable and Plodding.
That's the real story behind the 24%.
I wish they had labelled the story as 76% of top B School students stay with their company for more than a year. Wouldn't have been so sensationalist then, right?
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