Small Remedies Reap Big Rewards: Fix your Broken Windows
What prompted me to write this article was my recent very bad experience with a Health Insurance Company of repute in India, giving me excuses for their lack of customer back-up service and incompetence. And as a Customer, I am supposed to BUY that ?
When is a DIRTY bathroom a broken window? This question could determine your success or failure. Answer that question correctly-and use that answer as a beacon-and your business could dominate its competition indefinitely. Ignore the answer, and you will soon condemn your business to failure.
The “broken windows” theory was first put forth by criminologists James Q. Wilson
And George L. Kelling, concentrating on petty criminal acts like graffiti, purse snatching, or jay walking, and how they can lead to bigger crimes such as murder. Something as small as a broken window sends a signal to those who pass by every day. That means more serious infractions – theft, defacement, violent crime- might be condoned in this area.
If a window in a building is broken and left un-repaired, all other windows will soon be broken because people perceive that the owner of this building and community around it don’t care if this window is broken: They have given up; anarchy reigns here. Do as you will, because nobody cares.
Broken Windows in Business:
That same theory applies to the world of business. If the restroom is out of toilet paper, it signals that management isn’t paying attention to the needs of its people. Perceptions are a vital part of every business, and if a retailer, service provider, or company sends signals that its approach is lackadaisical, its methods halfhearted, and its execution indifferent, the business could suffer severe- and in some cases, irreparable- losses.
When broken windows are ignored, fatal consequences can result. Small things
make a huge difference. We all bear some responsibility to stand up for what we want and have every right to expect from a company to which we give our hard-earned money.
In a Capitalist Society, we assume that a company will do its best to fulfill the desires of its customers. If the company sees sales slipping but doesn’t have data from consumers as to what made them decrease their spending, the company will not know what to fix. Still, businesses that don’t notice and repair their broken windows should not simply be forgiven because their consumers don’t make a fuss. Leaders are responsible to tend their own house- and the time to repair broken windows is the minute they occur.
Prevent Broken Windows: Broken Windows are everywhere, except at the best businesses. I invite you take the Broken Windows for Business Pledge. It’s a serious statement outlining the tenets of the broken windows for business theory:
I hereby pledge that:
•I will pay attention to every detail.
•I will correct any broken windows I find in my business, and I will do so
immediately, with no hesitation.
•I will screen, hire, train and supervise my people to notice and correct broken
windows as soon as possible.
•I will treat each customer like the only customer my business has. I will be on
constant vigil for signs of Broken Windows Hubris and never assume my business is
invulnerable.
•I will mystery shop my own business to discover broken windows.
•I will make sure every customer who encounters my business is met with courtesy,
efficiency and a smile.
•I will exceed customer expectations.
•I will make a positive first impression and assume that every impression is a first
impression.
•I will make sure that my online and telephone customer service reps solve a
customer’s problem perfectly the first time.
•I will be obsessive and compulsive when it comes to my business.
If you live up to the promises in the pledge and make them second nature, you will discover your business- and your life-running more smoothly than ever before. You will never look at a broken window-or an unbroken one-the same way again.
Monday, March 1, 2010
Monday, February 1, 2010
2010: What will be the Patterns and their implications ?
Beyond Business As Usual : Do you have the Guts to Brand the Culture ?
Gutsy Leaders reject the mercenary notion that their employees are nothing more than human resources, akin to capital, fuel, oil, or machine tools that can be allocated or discarded at will. Instead, they see their people as individuals with unique gifts and talents, eager to realize their potential. Gutsy leaders aren’t afraid of being criticized or even mocked by their competitors. With bravery and vision, they dismantle fear-based management and replace it with heart, soul, discipline, loyalty, humor-and long-term profits.
Here are three ways that gutsy leaders blow the doors off business as usual:
1.Gutsy leaders brand their culture: A branded culture separates an organization from its competition. It attracts the “right” talent – people who are drawn to the culture as well as to the work. Since it establishes its own reputation, recruitment is easier because potential hires know more about the company than just what it produces. Companies with branded cultures-employers of choice –aren’t filled with merely “satisfied ”employees. Their employees are enthusiastic about the company. Are merely satisfied employees likely to go beyond what’s required to serve customers? Are they likely to strive to drive down costs without compromising quality, service or safety? Are they likely to be great ambassadors for your company and brand? The objective here is to create a culture that motivates people to become fully engaged in growing the business.
Dr. Jim Goodnight, co-founder and CEO of SAS Institute, the world leader in intelligence-software services, believes that the more you help employees focus on their work, the more amazing results they achieve for the organization.
Goodnight has built the largest private software company in the world, with 9,000 employees, offices in 53 countries, and revenues of more than $1Billion. The turnover at SAS has never exceeded 5 percent. The company estimates that it
saves between $60 million and $80 million annually by avoiding the costly headache of recruiting, training and assimilating new hires.
2.Gutsy leaders create a sense of ownership: Ownership recognizes that the organization’s experts are the people closet to the point of action, and trusts them to operate with the organization’s best interests in mind. The more people know about your business, the more they will care. Morale and productivity suffer. How can we expect people to think for themselves and build a profitable enterprise if they have no idea what goes into creating the bottom line?
If you want your people to think and act like owners, you must share financial information and explain what the numbers mean and how the information can be applied. Employees must know how economic value is created, how revenues and expenses translate into profit, how they create financial security for themselves and the organization, and what investors contribute and want in return.
3.Gutsy leaders lead with love: What does it take to be gutsy leader?What does it take to be gutsy leader? You have to be gutsy enough to stand up to those who stand in your way. You have to be big enough to admit your mistakes. You have to be vulnerable and say, “I don’t know.” You have to care enough to lead with love and trust rather than power and fear. You have to be humble enough to surround yourself with people smarter and more capable than you-and then have the faith to get out of their way. You have to be open and flexible enough to adjust to circumstances. You have to do what’s right, even when it’s not politically correct. You have to blow the doors off business-as –usual!
Ask yourself “If I were going to be brave today, what would I change if I walk beyond my fear of making a mistake, being rejected, looking foolish or being alone ?”
Action : Be Brave in making change.
Gutsy Leaders reject the mercenary notion that their employees are nothing more than human resources, akin to capital, fuel, oil, or machine tools that can be allocated or discarded at will. Instead, they see their people as individuals with unique gifts and talents, eager to realize their potential. Gutsy leaders aren’t afraid of being criticized or even mocked by their competitors. With bravery and vision, they dismantle fear-based management and replace it with heart, soul, discipline, loyalty, humor-and long-term profits.
Here are three ways that gutsy leaders blow the doors off business as usual:
1.Gutsy leaders brand their culture: A branded culture separates an organization from its competition. It attracts the “right” talent – people who are drawn to the culture as well as to the work. Since it establishes its own reputation, recruitment is easier because potential hires know more about the company than just what it produces. Companies with branded cultures-employers of choice –aren’t filled with merely “satisfied ”employees. Their employees are enthusiastic about the company. Are merely satisfied employees likely to go beyond what’s required to serve customers? Are they likely to strive to drive down costs without compromising quality, service or safety? Are they likely to be great ambassadors for your company and brand? The objective here is to create a culture that motivates people to become fully engaged in growing the business.
Dr. Jim Goodnight, co-founder and CEO of SAS Institute, the world leader in intelligence-software services, believes that the more you help employees focus on their work, the more amazing results they achieve for the organization.
Goodnight has built the largest private software company in the world, with 9,000 employees, offices in 53 countries, and revenues of more than $1Billion. The turnover at SAS has never exceeded 5 percent. The company estimates that it
saves between $60 million and $80 million annually by avoiding the costly headache of recruiting, training and assimilating new hires.
2.Gutsy leaders create a sense of ownership: Ownership recognizes that the organization’s experts are the people closet to the point of action, and trusts them to operate with the organization’s best interests in mind. The more people know about your business, the more they will care. Morale and productivity suffer. How can we expect people to think for themselves and build a profitable enterprise if they have no idea what goes into creating the bottom line?
If you want your people to think and act like owners, you must share financial information and explain what the numbers mean and how the information can be applied. Employees must know how economic value is created, how revenues and expenses translate into profit, how they create financial security for themselves and the organization, and what investors contribute and want in return.
3.Gutsy leaders lead with love: What does it take to be gutsy leader?What does it take to be gutsy leader? You have to be gutsy enough to stand up to those who stand in your way. You have to be big enough to admit your mistakes. You have to be vulnerable and say, “I don’t know.” You have to care enough to lead with love and trust rather than power and fear. You have to be humble enough to surround yourself with people smarter and more capable than you-and then have the faith to get out of their way. You have to be open and flexible enough to adjust to circumstances. You have to do what’s right, even when it’s not politically correct. You have to blow the doors off business-as –usual!
Ask yourself “If I were going to be brave today, what would I change if I walk beyond my fear of making a mistake, being rejected, looking foolish or being alone ?”
Action : Be Brave in making change.
Friday, January 1, 2010
2010: What will be the patterns and their implications ?
Executive Coaching Success: Pressing the Right Keys
Companies and employees are relying less on skills-based training and trainers for career development and more on formal or informal coaching relationships. But the growth of executive coaching has generated some tough questions about its effectiveness and applicability and the ethics around the approach. Who can best benefit from a coach? When should a coach be used or avoided? What should a company look for in a coach? What should the coach-client relationship look like? Properly designed and implemented coaching can have a significant positive impact on an organization' s leadership capability. However, as with any developmental tool, there are keys to assuring a return on the time and money invested.
Five Keys to Effective Coaching
1. Coaching is focused on the right players:The best opportunity to achieve payback on a coaching investment lies with high-potential or high-professional employees, managers and executives. Helping these "game changers" at critical junctures in their careers usually has a quick and sustained payoff. Coaching challenges - whether tweaking an employee who's already a top performer or assuring that a high-potential employee achieves his or her potential - are different based on the employee's career level, but the objectives are similar.
2. Coaching is applied in the right situations:Coaching is not a panacea for all development needs. There are a limited number of opportunities where experience has shown that coaching can make the biggest difference. They tend to be areas where specific improvement goals and clear benefits can be identified and are not broad finishing-school kinds of challenges.
a) Transitions:Starting a new position with a company, moving to a new role or taking on new responsibilities are critical junctures in a career. Providing a coach to design and facilitate a transaction process can have substantial benefits. These are stressful times, when previous weaknesses become highlighted or overused strengths come to bear. An effective coach can help ensure a smooth transition for the employee and his or her new stakeholders, create confidence by building quick wins and create effective feedback so learning gets locked in.
b)Preventing derailment:Even high-potential employees fail, most often due to overuse or overdependence on one strength. Coaching can help prevent derailment by helping employees identify potential failure modes and by developing specific preventive and contingent action plans.
c)Address a specific problem:This is the more typical coaching situation. We've all seen it - an otherwise promising employee lacks a specific skill or exhibits behaviors that impact his or her relationships with others. These can be derailers, but they are more often opportunities to coach good performers with a blind spot into well-rounded, great performers.
There are specific situations where coaching should not be used.
a) Unethical or illegal behavior is the issue, and the coach is really meant to be a detective or a buffer between the employee and others.
b) When the target employee is not a high potential or a seasoned pro. Instead, there's a long-term performance problem that should be immediately confronted by the employee's manager.
c) When HR has decided the employee needs a coach, without the buy-in of the employee and the employee's manager.
d) When the coach is expected to create a case to terminate the employee.
e) When the employee has psychological problems that should be addressed by a medical professional, or at least a coach with clinical experience. A good coach should be able to quickly identify warning signs and make a referral. Coaching is not therapy and should not be an intervention to go after deep psychological issues.
3. The right coach is used:
Not every consultant or HR professional is cut out to be a coach. An effective coach doesn't need to be a board certified psychologist, but the skill set is unique. Here's a short list of critical coaching competencies.
a) Business acumen:Coaches need to be good businesspeople first. They must be able to understand the market challenges and business priorities their clients face. They need to be able to understand and use executive language.
b) Expert facilitation:Effective coaches are often top-notch facilitators. They understand group processes and process consulting and can guide individuals and teams through effective questioning, analysis, planning and decision-making processes. They can read individual and group dynamics quickly and respond appropriately.
c)Credibility:The best coaches have had business or other experience that can allow them to maintain a perspective. They build credibility quickly by showing that they have "been there, done that." Credibility does not come from a bag of tricks. Beware of a coach with a one-size-fits- all technique or instrument he or she applies in any situation.
d)Interpersonal savvy:Being able to relate to all kinds of people, build rapport and relationships easily, listen, use tact and diplomacy, and diffuse high-tension situations are all hallmarks of an effective coach.
4.Coaching is integrated:Coaching should not be designed and implemented outside of the company's strategy, culture and existing business processes.
The business case for coaching should develop from the company's strategy. The need is best identified from a review of talent, driven by the strategic needs of the business. Coaching should not be a one-off tool. It should be applied where it can best improve a strategic capability of the organization. For example, if business growth depends on developing new products for new markets, look for coaching opportunities with high-potential leaders and their backups in mission-critical new product development, business development or marketing roles.
5.The proper coaching relationship is established:
The coach's client is the employee being coached and not their manager or a human resources executive who may be paying the coach's tab. This is not the typical consultant-client relationship with the economic buyer, so it needs to be managed differently. Once the coaching relationship is established, all feedback and communication should go to the coached employee. Any communication with the manager should come from the client after discussion and agreement with the coach. To do otherwise would breech this special agreement and would jeopardize the coach-client relationship.
The one exception to this would be a case where the coach uncovers unethical or illegal behavior on the part of the employee. The coach is obligated in these situations to terminate the relationship and inform the manager.
Companies and employees are relying less on skills-based training and trainers for career development and more on formal or informal coaching relationships. But the growth of executive coaching has generated some tough questions about its effectiveness and applicability and the ethics around the approach. Who can best benefit from a coach? When should a coach be used or avoided? What should a company look for in a coach? What should the coach-client relationship look like? Properly designed and implemented coaching can have a significant positive impact on an organization' s leadership capability. However, as with any developmental tool, there are keys to assuring a return on the time and money invested.
Five Keys to Effective Coaching
1. Coaching is focused on the right players:The best opportunity to achieve payback on a coaching investment lies with high-potential or high-professional employees, managers and executives. Helping these "game changers" at critical junctures in their careers usually has a quick and sustained payoff. Coaching challenges - whether tweaking an employee who's already a top performer or assuring that a high-potential employee achieves his or her potential - are different based on the employee's career level, but the objectives are similar.
2. Coaching is applied in the right situations:Coaching is not a panacea for all development needs. There are a limited number of opportunities where experience has shown that coaching can make the biggest difference. They tend to be areas where specific improvement goals and clear benefits can be identified and are not broad finishing-school kinds of challenges.
a) Transitions:Starting a new position with a company, moving to a new role or taking on new responsibilities are critical junctures in a career. Providing a coach to design and facilitate a transaction process can have substantial benefits. These are stressful times, when previous weaknesses become highlighted or overused strengths come to bear. An effective coach can help ensure a smooth transition for the employee and his or her new stakeholders, create confidence by building quick wins and create effective feedback so learning gets locked in.
b)Preventing derailment:Even high-potential employees fail, most often due to overuse or overdependence on one strength. Coaching can help prevent derailment by helping employees identify potential failure modes and by developing specific preventive and contingent action plans.
c)Address a specific problem:This is the more typical coaching situation. We've all seen it - an otherwise promising employee lacks a specific skill or exhibits behaviors that impact his or her relationships with others. These can be derailers, but they are more often opportunities to coach good performers with a blind spot into well-rounded, great performers.
There are specific situations where coaching should not be used.
a) Unethical or illegal behavior is the issue, and the coach is really meant to be a detective or a buffer between the employee and others.
b) When the target employee is not a high potential or a seasoned pro. Instead, there's a long-term performance problem that should be immediately confronted by the employee's manager.
c) When HR has decided the employee needs a coach, without the buy-in of the employee and the employee's manager.
d) When the coach is expected to create a case to terminate the employee.
e) When the employee has psychological problems that should be addressed by a medical professional, or at least a coach with clinical experience. A good coach should be able to quickly identify warning signs and make a referral. Coaching is not therapy and should not be an intervention to go after deep psychological issues.
3. The right coach is used:
Not every consultant or HR professional is cut out to be a coach. An effective coach doesn't need to be a board certified psychologist, but the skill set is unique. Here's a short list of critical coaching competencies.
a) Business acumen:Coaches need to be good businesspeople first. They must be able to understand the market challenges and business priorities their clients face. They need to be able to understand and use executive language.
b) Expert facilitation:Effective coaches are often top-notch facilitators. They understand group processes and process consulting and can guide individuals and teams through effective questioning, analysis, planning and decision-making processes. They can read individual and group dynamics quickly and respond appropriately.
c)Credibility:The best coaches have had business or other experience that can allow them to maintain a perspective. They build credibility quickly by showing that they have "been there, done that." Credibility does not come from a bag of tricks. Beware of a coach with a one-size-fits- all technique or instrument he or she applies in any situation.
d)Interpersonal savvy:Being able to relate to all kinds of people, build rapport and relationships easily, listen, use tact and diplomacy, and diffuse high-tension situations are all hallmarks of an effective coach.
4.Coaching is integrated:Coaching should not be designed and implemented outside of the company's strategy, culture and existing business processes.
The business case for coaching should develop from the company's strategy. The need is best identified from a review of talent, driven by the strategic needs of the business. Coaching should not be a one-off tool. It should be applied where it can best improve a strategic capability of the organization. For example, if business growth depends on developing new products for new markets, look for coaching opportunities with high-potential leaders and their backups in mission-critical new product development, business development or marketing roles.
5.The proper coaching relationship is established:
The coach's client is the employee being coached and not their manager or a human resources executive who may be paying the coach's tab. This is not the typical consultant-client relationship with the economic buyer, so it needs to be managed differently. Once the coaching relationship is established, all feedback and communication should go to the coached employee. Any communication with the manager should come from the client after discussion and agreement with the coach. To do otherwise would breech this special agreement and would jeopardize the coach-client relationship.
The one exception to this would be a case where the coach uncovers unethical or illegal behavior on the part of the employee. The coach is obligated in these situations to terminate the relationship and inform the manager.
Tuesday, December 1, 2009
5 ways to Tap into the Power of Skills and Competency Management
Its up to HR to not only devise the systems but also educate employees about the benefits of using them for self-appraisal, career development, and other processes.
How to get a handle on the knowledge and skills of your employees ?
a.)Identify key skills and competencies through surveys, interviews, focus groups and analysis. Every organization has unique needs and identifying the skills and competencies that drive success can boost performance and profits. The process of identifying the traits that lead to success falls somewhere between art and science. However, certain methods, such as interviews, surveys and focus groups can help turn attention in the right direction.
b.)Build a Management System that can track employee performance. Using a checklist, spreadsheet or specialized software application, an organization can track where employees are and where they ought to be. It’s also possible to share this information with employees, so that they can prepare for new assignments or better positions within the organization.
c.)Integrate skills and competency inventories with other HR systems, including recruiting, training and succession planning. A list of key skills can define the questions that a recruiter asks an applicant in a job interview or the types of courses an organization introduces through its training and development program. A desktop portal can provide an employee with a list of skills needed for a particular position, note the skills that he or she currently possesses, and serve as an easy way to sign up for a course.
d.)Keep in mind that skills or competency tracking isn’t a one-time solution; it’s an outgoing process. It’s essential to tweak systems and update the list of required skills periodically. This can also lead to changes in the types of courses an organization offers and the kinds of individuals an enterprise recruits.
e.)Don’t expect immediate miracles. Filling skill and competence gaps takes time, effort, and cultural adjustment. It’s up to HR to not only devise the systems but also educate employees about the benefits of using them for self-appraisal, career development and other processes.
How to get a handle on the knowledge and skills of your employees ?
a.)Identify key skills and competencies through surveys, interviews, focus groups and analysis. Every organization has unique needs and identifying the skills and competencies that drive success can boost performance and profits. The process of identifying the traits that lead to success falls somewhere between art and science. However, certain methods, such as interviews, surveys and focus groups can help turn attention in the right direction.
b.)Build a Management System that can track employee performance. Using a checklist, spreadsheet or specialized software application, an organization can track where employees are and where they ought to be. It’s also possible to share this information with employees, so that they can prepare for new assignments or better positions within the organization.
c.)Integrate skills and competency inventories with other HR systems, including recruiting, training and succession planning. A list of key skills can define the questions that a recruiter asks an applicant in a job interview or the types of courses an organization introduces through its training and development program. A desktop portal can provide an employee with a list of skills needed for a particular position, note the skills that he or she currently possesses, and serve as an easy way to sign up for a course.
d.)Keep in mind that skills or competency tracking isn’t a one-time solution; it’s an outgoing process. It’s essential to tweak systems and update the list of required skills periodically. This can also lead to changes in the types of courses an organization offers and the kinds of individuals an enterprise recruits.
e.)Don’t expect immediate miracles. Filling skill and competence gaps takes time, effort, and cultural adjustment. It’s up to HR to not only devise the systems but also educate employees about the benefits of using them for self-appraisal, career development and other processes.
Sunday, November 1, 2009
The Checklist for Modern Enterprise Learning
Today's corporate learning organizations are facing a barrage of challenges from every direction. On the one hand, the current business climate is forcing budget reductions, organizational consolidations and shifting program priorities. On the other, social and informal learning technologies are causing us to rethink investments and program deliveries.
If 2009 has a silver lining, it is that training executives in companies of all shapes and sizes are being forced to re-examine priorities, reduce waste and inefficiencies, capitalize on cost-efficient learning approaches and reorganize for greater business alignment.
In recent research around modern corporate learning, we found distinct commonalities among training organizations that achieve significant business impact. These characteristics are compiled into the short list below, called the Modern Enterprise Learning Index. Use this informal checklist to determine if your training organization is still operating in the past - or if it is ready to meet modern challenges and requirements:
a) Business and needs analysis.
b) Content development efficiency.
c) Scalable capacity.
d) Adaptability to multiple audiences.
e) Versatility with tools and technologies.
f) Business alignment and measurement.
g) Integration with talent management.
h) Timeliness and speed.
i) Focus on specific performance targets.
j) Globalization and localization.
k) Knowledge sharing.
l) Fostering of a learning culture.
Periodically benchmark your organization with others in your industry segment, as well as with organizations at large. Only with such comparisons can you determine how your organization really stacks up. Our research found that companies with rapidly changing products and services are more "modernized, " likely because they have had experience in building adaptable training programs over many years. The most successful training organizations operate as if their businesses are changing all the time, even if they are not. These organizations constantly re-evaluate and recalibrate their practices and programs.
1. Build learning environments, not learning programs:High-performing training organizations create end-to-end learning environments, not just training programs. For example, consider IT major solution provider sales leadership program. The initiative includes managerial coaching, a sales and product training portal and a series of formal training programs. The results have been stellar: The company increased sales productivity by more than 100 percent and reduced turnover by a significant margin.
2. "Formalize" informal learning:Three types of informal learning are now being adopted: social learning, which refers to all collaborative experiences including social networking, communities of practice and blogs; on-demand learning, which consists of learner-led activities such as e-learning and self-study using books, reference materials, videos and podcasts; and embedded learning, which refers to the use of content and systems such as job aids, which help employees solve problems and learn on the job. Organizations told us they were struggling with the idea of building informal strategies into program design, but we now know it's critical for success.
3. Rethink instructional design processes:While the concepts and principles of instructional design remain the same, the skills need to be put to new use - such as the building of information architectures, audience analysis, social learning and on-demand learning. Most designers are eager to take advantage of the new world of learning. You can leverage these skills at little to no additional cost.
4. Adopt new, cost-efficient technologies: With the proliferation of new tools for online collaboration - including messaging, mobile phones, Web portals and Twitter - it is easier than ever for employees to engage with each other. We found organizations such as the Federal Reserve Bank of Cleveland, the U.S. Army, British Telecom, Symantec, Qualcomm, Sun Microsystems and many others are opening up their training content in a knowledge-sharing format. We call this "we-learning" - enabling employees to publish what they know and understand for the benefit of peers and co-workers. This kind of learning can be extremely effective and capitalizes on the knowledge assets you already have. Furthermore, information can be disseminated rapidly, far faster than developing traditional designed courses.
Don't miss out on the opportunity offered by the current financial situation. By modernizing your organization, you can increase the power and the impact of learning within your company.
If 2009 has a silver lining, it is that training executives in companies of all shapes and sizes are being forced to re-examine priorities, reduce waste and inefficiencies, capitalize on cost-efficient learning approaches and reorganize for greater business alignment.
In recent research around modern corporate learning, we found distinct commonalities among training organizations that achieve significant business impact. These characteristics are compiled into the short list below, called the Modern Enterprise Learning Index. Use this informal checklist to determine if your training organization is still operating in the past - or if it is ready to meet modern challenges and requirements:
a) Business and needs analysis.
b) Content development efficiency.
c) Scalable capacity.
d) Adaptability to multiple audiences.
e) Versatility with tools and technologies.
f) Business alignment and measurement.
g) Integration with talent management.
h) Timeliness and speed.
i) Focus on specific performance targets.
j) Globalization and localization.
k) Knowledge sharing.
l) Fostering of a learning culture.
Periodically benchmark your organization with others in your industry segment, as well as with organizations at large. Only with such comparisons can you determine how your organization really stacks up. Our research found that companies with rapidly changing products and services are more "modernized, " likely because they have had experience in building adaptable training programs over many years. The most successful training organizations operate as if their businesses are changing all the time, even if they are not. These organizations constantly re-evaluate and recalibrate their practices and programs.
1. Build learning environments, not learning programs:High-performing training organizations create end-to-end learning environments, not just training programs. For example, consider IT major solution provider sales leadership program. The initiative includes managerial coaching, a sales and product training portal and a series of formal training programs. The results have been stellar: The company increased sales productivity by more than 100 percent and reduced turnover by a significant margin.
2. "Formalize" informal learning:Three types of informal learning are now being adopted: social learning, which refers to all collaborative experiences including social networking, communities of practice and blogs; on-demand learning, which consists of learner-led activities such as e-learning and self-study using books, reference materials, videos and podcasts; and embedded learning, which refers to the use of content and systems such as job aids, which help employees solve problems and learn on the job. Organizations told us they were struggling with the idea of building informal strategies into program design, but we now know it's critical for success.
3. Rethink instructional design processes:While the concepts and principles of instructional design remain the same, the skills need to be put to new use - such as the building of information architectures, audience analysis, social learning and on-demand learning. Most designers are eager to take advantage of the new world of learning. You can leverage these skills at little to no additional cost.
4. Adopt new, cost-efficient technologies: With the proliferation of new tools for online collaboration - including messaging, mobile phones, Web portals and Twitter - it is easier than ever for employees to engage with each other. We found organizations such as the Federal Reserve Bank of Cleveland, the U.S. Army, British Telecom, Symantec, Qualcomm, Sun Microsystems and many others are opening up their training content in a knowledge-sharing format. We call this "we-learning" - enabling employees to publish what they know and understand for the benefit of peers and co-workers. This kind of learning can be extremely effective and capitalizes on the knowledge assets you already have. Furthermore, information can be disseminated rapidly, far faster than developing traditional designed courses.
Don't miss out on the opportunity offered by the current financial situation. By modernizing your organization, you can increase the power and the impact of learning within your company.
Thursday, October 1, 2009
Performance Management System
Managing Human Resource has been a challenge from the time immemorial as the legends and stories from our epics and literature tell us. We are presenting here a quaint tale from the stories of Akbar and Birbal to illustrate an ubiquitous HR concept.
Today all organizations big or small, new or seasoned are working rigorously on Performance Management System as the strong leverage tool for achieving the business results and in this regard every employees focus is going through a paradigm shift to Key Results Areas ( KRAs) and this is becoming an integral part of the performance evaluating process.
Today all organizations big or small, new or seasoned are working rigorously on Performance Management System as the strong leverage tool for achieving the business results and in this regard every employees focus is going through a paradigm shift to Key Results Areas ( KRAs) and this is becoming an integral part of the performance evaluating process.
However only a very few are aware that the Man who conceived this idea and brought lots of laurels to this concept to the larger world, is some one from India !
Akbar the Great, the well known Mughal Emperor needs no introduction to any student of history.
One fine day Akbar summoned all his ministers to his chambers for a crucial meeting.
“I would like each of you to spell out your Key Results Areas for the year with specific period objectives on how the results are going to be achieved, “ he declared to the august assembly.
That set the entire team of ministers who decorated his cabinet to think and ponder. They knew that when Akbar demands there is no option but to deliver. Soon each of them made out their KRAs spelling out elaborate plans of action.
The only soul just not showing any excitement was Birbal. He seemed the least interested in the exercise that had set the mid night lamps to burn all over the palace. Birbal was a special decoration to Akbars Court and it was well known how the entire kingdom had benefited out of his wit and wisdom. However Birbals lackadaisical attitude to the new plans of Akbar did not amuse the emperor.
The place was idyllic, the time the morning hours, when Akbar was on a lazy ride with his pride of possession ”the black horse” that he met Birbal and enquired about his KRAs. Birbal did not have even the faintest idea of what he was going to deliver but not to be out done in this new exercise and as if suddenly he declared “I have finalized my KRA for the year !” He looked at the black horse near him and said, “ I will make this horse fly.”
Akbar could not resist the temptation to laugh it off but knowing Birbal he controlled himself and said, “ If that’s what you intent to deliver it’s perfectly Ok with me.”
Days passed into weeks and weeks into months and much to the concern and worry of the other ministers there was no sign of the black horse flying. The ministers knew that Akbar was quite serious about the new system that he had introduced and that he would just not spare anyone for non-performance.
One fine day when it was almost the end of the year the ministers met Birbal and enquired, “ You seem to be blissfully unaware that the year is coming to close shortly and your promise of the making the emperors horse to fly just does not seem to take off.” The chorus of their common concern could not be missed out in their comments.
Birbal was his usual unperturbed self. “ Look my dear friends, between now and the year end quite a few things could happen which makes me feel least worried” he said with his usual gay abandon. He further went on to explain in his own style the secrets of his confidence “ As I see things , I am not too worried. You see there are quite a few probabilities in my favor. Well, to just spell it out: before the year ends I could die all too suddenly! Or may be the black horse could contact some disease and die ! Or our emperor who is not getting any younger by the day could pass off peacefully! And even if nothing like any of these happens there is another possibility. He stopped for a while and staring straight at the other ministers and came out with the punch line “ Who knows ! By the end of the year that black horse may actually fly !!!”
The ministers were shocked and frozen to silence. Knowing Birbal they did not venture into an argument with him and left him alone with his theorem of probabilities.
History is not clear which of the probability worked in favor of Birbal. Anyway that should hardly matter to us. The very thought of such risky probabilities immediately brings to light the need to look into our own lot and start thinking.
Can we be as lucky as Birbal to shoot off the cuff ‘ a phantom like promise’ and rest be assured that something from somewhere will somehow save us at the end of the day ? Have we made some commitments to deliver, which like the flying horse seem to be almost impossible to meet ? What will happen if we survive in the organization till the fateful day (appraisal meeting) and have to face the immediate superior to discuss results ? What will happen if our boss is not going to be leaving the organization as we suspected and is definitely going to confront us at the end of the day? Will some of our KRAs turn out to become so obsolete that it would make no business sense by the end of the year and our achieving or not achieving will go unnoticed? And finally can horses really fly at a future date ? A host of such thoughts crop up in our mind and cause that uncomfortable churns in our stomach.
The basic fear that grips us could be strong possibilities of some impossible promises which we would have made meant to impress and not implement. Some of us would almost feel like leaving the story here and rushing to our desk to quickly check and review in case we too have by the slip of our pen inked in the “ Birbal like KRAs”
A wise man said “ Honesty to admittance of mistakes pay rich dividends especially when we show this quality not when our chips are down but when there is scope to make amends.” How true! It will not be a bad idea at all to get across the table of our boss right away and admit to those Birbal Brand of bad promises and substitute it with those ‘ Smart ‘ Ones that can seldom fail as long we are willing to sweat it out to succeed !
Akbar the Great, the well known Mughal Emperor needs no introduction to any student of history.
One fine day Akbar summoned all his ministers to his chambers for a crucial meeting.
“I would like each of you to spell out your Key Results Areas for the year with specific period objectives on how the results are going to be achieved, “ he declared to the august assembly.
That set the entire team of ministers who decorated his cabinet to think and ponder. They knew that when Akbar demands there is no option but to deliver. Soon each of them made out their KRAs spelling out elaborate plans of action.
The only soul just not showing any excitement was Birbal. He seemed the least interested in the exercise that had set the mid night lamps to burn all over the palace. Birbal was a special decoration to Akbars Court and it was well known how the entire kingdom had benefited out of his wit and wisdom. However Birbals lackadaisical attitude to the new plans of Akbar did not amuse the emperor.
The place was idyllic, the time the morning hours, when Akbar was on a lazy ride with his pride of possession ”the black horse” that he met Birbal and enquired about his KRAs. Birbal did not have even the faintest idea of what he was going to deliver but not to be out done in this new exercise and as if suddenly he declared “I have finalized my KRA for the year !” He looked at the black horse near him and said, “ I will make this horse fly.”
Akbar could not resist the temptation to laugh it off but knowing Birbal he controlled himself and said, “ If that’s what you intent to deliver it’s perfectly Ok with me.”
Days passed into weeks and weeks into months and much to the concern and worry of the other ministers there was no sign of the black horse flying. The ministers knew that Akbar was quite serious about the new system that he had introduced and that he would just not spare anyone for non-performance.
One fine day when it was almost the end of the year the ministers met Birbal and enquired, “ You seem to be blissfully unaware that the year is coming to close shortly and your promise of the making the emperors horse to fly just does not seem to take off.” The chorus of their common concern could not be missed out in their comments.
Birbal was his usual unperturbed self. “ Look my dear friends, between now and the year end quite a few things could happen which makes me feel least worried” he said with his usual gay abandon. He further went on to explain in his own style the secrets of his confidence “ As I see things , I am not too worried. You see there are quite a few probabilities in my favor. Well, to just spell it out: before the year ends I could die all too suddenly! Or may be the black horse could contact some disease and die ! Or our emperor who is not getting any younger by the day could pass off peacefully! And even if nothing like any of these happens there is another possibility. He stopped for a while and staring straight at the other ministers and came out with the punch line “ Who knows ! By the end of the year that black horse may actually fly !!!”
The ministers were shocked and frozen to silence. Knowing Birbal they did not venture into an argument with him and left him alone with his theorem of probabilities.
History is not clear which of the probability worked in favor of Birbal. Anyway that should hardly matter to us. The very thought of such risky probabilities immediately brings to light the need to look into our own lot and start thinking.
Can we be as lucky as Birbal to shoot off the cuff ‘ a phantom like promise’ and rest be assured that something from somewhere will somehow save us at the end of the day ? Have we made some commitments to deliver, which like the flying horse seem to be almost impossible to meet ? What will happen if we survive in the organization till the fateful day (appraisal meeting) and have to face the immediate superior to discuss results ? What will happen if our boss is not going to be leaving the organization as we suspected and is definitely going to confront us at the end of the day? Will some of our KRAs turn out to become so obsolete that it would make no business sense by the end of the year and our achieving or not achieving will go unnoticed? And finally can horses really fly at a future date ? A host of such thoughts crop up in our mind and cause that uncomfortable churns in our stomach.
The basic fear that grips us could be strong possibilities of some impossible promises which we would have made meant to impress and not implement. Some of us would almost feel like leaving the story here and rushing to our desk to quickly check and review in case we too have by the slip of our pen inked in the “ Birbal like KRAs”
A wise man said “ Honesty to admittance of mistakes pay rich dividends especially when we show this quality not when our chips are down but when there is scope to make amends.” How true! It will not be a bad idea at all to get across the table of our boss right away and admit to those Birbal Brand of bad promises and substitute it with those ‘ Smart ‘ Ones that can seldom fail as long we are willing to sweat it out to succeed !
Tuesday, September 1, 2009
A Leader of Ethics: Set a High Example
One Executive recently asked me, “How can I worry about ethics when our company is fighting for its very existence in a hostile market ?”
I responded: “ You don’t have to put ethics on the shelf while doing battle.
Without ethics, even if you win you still lose.”
Every time we say or do something unethical, we chip away at the foundations of our moral character and reputation. To make a difference we must set examples of high ethics.
The prime purpose of businesses is to make profit. But when profits become the only measure of success, we lose sight of our shared values. When unethical business practices create unfair situations that go beyond a healthy competitive environment, we are in deep trouble. In a competitive market, doing business often involves beating out the other guy, getting the best of the deal, turning $1 million into $5 million. In this adversarial climate, clear definitions of ethics can be difficult. How do you know when an action is a brilliant tactic or unscrupulous double-dealing? One way is to ask yourself if this action might harm an individual or business.
No one ever said that being ethical is easy. We live in a world with more ethical gray areas. Circumstances pull at us every day, urging us to take the easy way out, to twist something just a little, or to close our eyes for a second. Acts of omission can be just as unethical as acts of commission. Saying and doing nothing can be just as unethical as the committed act. The distinction between what is legal and what is unethical has become blurred.
Human Values: Business problems are ultimately human problems and so human values must be applied to their solutions. These human values and solutions come from you and me.
The Good news is that profit motive and social responsibility can coexist and prosper when we operate with high ethical standards and compassion. The stronger our ethical behavior, the better leaders we become.
Harry J.Gray, former Chairman of United Technologies, said, “ How we perform as individuals determines how we perform as nation.”
Situational Ethics: Each of us makes daily decisions about our ethical behavior in various situations; thus we live with situational ethics. Since we are not perfect, we rarely operate consistently at the highest ethical level. Instead, the best we can do is to try to develop the wisdom and judgment to get as close to perfection as possible. For example, absolute honesty means never lie. That sounds like a good idea. But all of us have told “white lies” to keep from hurting someone’s feelings. We use our experience (wisdom and judgment) and our conscience (moral character and integrity) to tell us how far we stray from absolute honesty. If something is ethically or morally repugnant on a personal scale, it is equally repugnant in our jobs and professions. In both areas, the leader sets the standards, tries to live by them, and communicates the same expectation to others.
Shared Values: We need to work together for our common interests, hopes, and values, more than ever before. We must examine our personal standard of conduct – our ethics- and have the courage to turn the spotlight on our actions, habits and examples. Our differences are part of our great strength, but out of this diverse mixture must come a shared system of ethical values. You make a difference as a leader when you set an example of high ethics.
I responded: “ You don’t have to put ethics on the shelf while doing battle.
Without ethics, even if you win you still lose.”
Every time we say or do something unethical, we chip away at the foundations of our moral character and reputation. To make a difference we must set examples of high ethics.
The prime purpose of businesses is to make profit. But when profits become the only measure of success, we lose sight of our shared values. When unethical business practices create unfair situations that go beyond a healthy competitive environment, we are in deep trouble. In a competitive market, doing business often involves beating out the other guy, getting the best of the deal, turning $1 million into $5 million. In this adversarial climate, clear definitions of ethics can be difficult. How do you know when an action is a brilliant tactic or unscrupulous double-dealing? One way is to ask yourself if this action might harm an individual or business.
No one ever said that being ethical is easy. We live in a world with more ethical gray areas. Circumstances pull at us every day, urging us to take the easy way out, to twist something just a little, or to close our eyes for a second. Acts of omission can be just as unethical as acts of commission. Saying and doing nothing can be just as unethical as the committed act. The distinction between what is legal and what is unethical has become blurred.
Human Values: Business problems are ultimately human problems and so human values must be applied to their solutions. These human values and solutions come from you and me.
The Good news is that profit motive and social responsibility can coexist and prosper when we operate with high ethical standards and compassion. The stronger our ethical behavior, the better leaders we become.
Harry J.Gray, former Chairman of United Technologies, said, “ How we perform as individuals determines how we perform as nation.”
Situational Ethics: Each of us makes daily decisions about our ethical behavior in various situations; thus we live with situational ethics. Since we are not perfect, we rarely operate consistently at the highest ethical level. Instead, the best we can do is to try to develop the wisdom and judgment to get as close to perfection as possible. For example, absolute honesty means never lie. That sounds like a good idea. But all of us have told “white lies” to keep from hurting someone’s feelings. We use our experience (wisdom and judgment) and our conscience (moral character and integrity) to tell us how far we stray from absolute honesty. If something is ethically or morally repugnant on a personal scale, it is equally repugnant in our jobs and professions. In both areas, the leader sets the standards, tries to live by them, and communicates the same expectation to others.
Shared Values: We need to work together for our common interests, hopes, and values, more than ever before. We must examine our personal standard of conduct – our ethics- and have the courage to turn the spotlight on our actions, habits and examples. Our differences are part of our great strength, but out of this diverse mixture must come a shared system of ethical values. You make a difference as a leader when you set an example of high ethics.
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