Tag: organizational culture

Management Notes

Identification of Five Dark Qualities in an Individual Before the Selection and Placement Process

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In the selection and placement process, identifying potential candidates’ dark qualities or negative traits is crucial for ensuring a positive and productive workplace. Dark qualities can adversely impact team dynamics, organizational culture, and overall performance.

  1. Narcissism

Narcissism refers to an excessive focus on oneself, often manifesting as a grandiose sense of self-importance, a need for admiration, and a lack of empathy for others. Individuals with narcissistic tendencies often display characteristics such as arrogance, entitlement, and a tendency to exploit others for personal gain.

Identification Techniques:

To identify narcissistic traits in candidates, organizations can employ various techniques:

  • Behavioral Interviews: Ask situational questions that reveal how candidates handle teamwork, feedback, and conflict. For example, inquire about a time they faced criticism and how they responded.
  • Psychometric Assessments: Utilize personality tests designed to measure narcissism levels, such as the Narcissistic Personality Inventory (NPI). These assessments provide insight into the candidate’s self-perception and interpersonal dynamics.
  • Reference Checks: Gather feedback from former colleagues or supervisors regarding the candidate’s interpersonal relationships, focusing on any signs of entitlement or manipulation.

Impact on Workplace:

Narcissistic individuals can disrupt team cohesion, foster a toxic work environment, and undermine collaboration. Their self-centeredness may lead to conflicts, poor morale, and high turnover rates.

  1. Machiavellianism

Machiavellianism is characterized by manipulative behavior, deceitfulness, and a focus on self-interest. Individuals displaying this quality often prioritize personal gain over ethical considerations and may use cunning tactics to achieve their goals.

Identification Techniques:

To identify Machiavellian traits, organizations can implement the following methods:

  • Situational Judgment Tests (SJTs): Present candidates with hypothetical scenarios involving ethical dilemmas or conflict resolution. Assess their responses to gauge their propensity for manipulation or unethical behavior.
  • Behavioral Assessments: Inquire about past experiences where candidates had to influence others or navigate complex interpersonal dynamics. Look for indications of deceit or a lack of ethical considerations.
  • Reference Evaluations: Seek insights from references regarding the candidate’s integrity, ability to collaborate, and approach to ethical dilemmas in previous roles.

Impact on Workplace:

Machiavellian individuals can create a culture of distrust, where manipulation and deceit thrive. Their behavior can lead to toxic competition, decreased employee morale, and unethical practices within the organization.

  1. Psychopathy

Psychopathy is characterized by a lack of empathy, remorse, and guilt, often accompanied by impulsivity and antisocial behavior. Individuals with psychopathic traits may exhibit charm and charisma while lacking genuine emotional connections with others.

Identification Techniques:

Identifying psychopathic traits requires careful assessment:

  • Clinical Assessments: Utilize standardized psychological tests, such as the Hare Psychopathy Checklist-Revised (PCL-R), to evaluate psychopathic tendencies.
  • Behavioral Interviews: Ask candidates about their responses to morally ambiguous situations and how they handle interpersonal relationships. Look for signs of emotional detachment or disregard for others’ feelings.
  • Group Exercises: Observe candidates in group settings to assess their interactions and emotional responses. Psychopathic individuals may exhibit manipulative behaviors or lack genuine concern for team dynamics.

Impact on Workplace:

Psychopathic individuals can severely disrupt workplace dynamics, creating an environment marked by fear and distrust. Their manipulative tendencies may lead to unethical behavior, high turnover, and increased conflict among employees.

  1. Authoritarianism

Authoritarianism is characterized by a strong desire for control, a rigid adherence to rules, and a tendency to dominate others. Authoritarian individuals often display traits such as intolerance for dissent, a lack of flexibility, and a need for submission from others.

Identification Techniques:

To identify authoritarian traits, organizations can use the following approaches:

  • Personality Assessments: Utilize tools like the California Psychological Inventory (CPI) to measure authoritarian tendencies and related characteristics, such as dominance and rigidity.
  • Behavioral Interviews: Ask candidates about their leadership style, decision-making processes, and responses to differing opinions. Look for indications of intolerance for dissent or inflexible attitudes.
  • Role-Playing Exercises: Conduct role-playing scenarios that simulate conflict resolution or team collaboration. Observe candidates’ responses to differing viewpoints and their willingness to compromise.

Impact on Workplace:

Authoritarian individuals can stifle creativity, inhibit open communication, and create a culture of fear. Their rigid approach may lead to low employee engagement, high turnover, and decreased innovation.

  1. Resentment and Cynicism

Resentment and cynicism refer to a pervasive negative outlook on life, characterized by distrust, bitterness, and a belief that others act primarily out of self-interest. Individuals displaying these traits often have a pessimistic view of organizations and their leadership.

Identification Techniques:

To identify resentment and cynicism, organizations can employ these methods:

  • Behavioral Interviews: Ask candidates about their perspectives on workplace culture, leadership, and team dynamics. Look for signs of bitterness, negative generalizations, or dismissive attitudes.
  • Group Discussions: Facilitate group discussions or team exercises where candidates express their views on workplace challenges. Observe their responses for indications of cynicism or negativity.
  • Reference Checks: Inquire with references about the candidate’s attitude towards their previous organizations, focusing on any signs of resentment or bitterness.

Impact on Workplace:

Cynical individuals can negatively influence team morale and foster a toxic work environment. Their bitterness may lead to disengagement, decreased collaboration, and a lack of trust in leadership.

Management Notes

Difference between HRM and IHRM

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Management is the efficient operation of a business or organization towards the achievement of its goals and objectives. It involves the management of its financial, capital, and human resources which comprises its financial value.

It has several branches such as: financial, marketing, strategic, production, operations, service, information technology, human resource management, and in the case of organizations that hire expatriates, international human resource management.

Human Resource Management (HRM) is defined as a management function that deals with the recruitment, management, and development of employees in order to maximize their potential and roles in the company or organization.

Not only is it utilized in personnel management but also in manpower, organizational, and industrial management.

International Human Resource Management (IHRM), on the other hand, is defined as a management function which deals with the management of personnel who are stationed in other countries or who are citizens of other countries that are hired to work in the organization.

Like HRM, its functions also include recruitment, planning, training, performance appraisal, and compensation. Unlike it, however, IHRM functions involve cross-cultural training such as orienting employees with different cultural, ethical, and religious values.

It also involves global skills management. While HRM is affected only by internal factors, IHRM is affected by both internal and external factors because it involves the management of employees that come from several countries.

Human Resource Management (HRM) is defined as a management function that deals with the recruitment, management, and development of employees in order to maximize their potential and roles in the company or organization.

Not only is it utilized in personnel management but also in manpower, organizational, and industrial management. It is previously referred to as personnel management. Its functions include:

  • Job analysis and planning, determining the specific personnel needs of a certain job.
  • Personnel and workforce planning, choosing whether to hire contractors or independent employees.
  • Recruitment and selection, hiring the best candidate for the job.
  • Induction and orientation, making sure that the employees are aware of the organization’s goals and policies.
  • Wage and salary regulation, making sure that employees are properly compensated.
  • Training, development, and performance appraisal in order to enhance employees’ potential and utilize his expertise in the achievement of the organization’s goals.
  • Benefits administration, to make sure that employees get what are due to them.
  • Resolving labor disputes, making sure of good relations between the management and employees.
  • HRM strategies always pursue the achievement of the organization’s goals and objectives. It cooperates with senior management in developing corporate strategies and in the proper management of its personnel.
Management Notes

Differences between personnel Management and Human Resources Development

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Personnel Management is a part of management that deals with the recruitment, hiring, staffing, development, and compensation of the workforce and their relation with the organization to achieve the organizational objectives. The primary functions of the personnel management are divided into two categories:

  • Operative Functions: The activities that are concerned with procurement, development, compensation, job evaluation, employee welfare, utilization, maintenance and collective bargaining.
  • Managerial Function: Planning, Organizing, Directing, Motivation, Control, and Coordination are the basic managerial activities performed by Personnel Management.

Human Resource Development

Human resource development (HRD) is defined as the cultivation of an organization’s employees. It entails providing workers with skills and relevant knowledge that may help them to grow in the workplace. That makes human resource development an integral part of human resource management.

HRD starts with a clear vision for employee development, and most times, it is achieved through organization-wide activities and training. Typically, the HRD team is in charge of developing these initiatives to position employees for career advancement and other related goals.

Roles like instructional coordinators, training specialists, and program developers may involve aspects of human resource development.

HR developers are important members of the HR team as they oversee a variety of areas within the human resources branch of an organization, including training, employee development, executive and leadership development, human performance technology, and organizational learning. On any given day, their responsibilities might involve creating training programs, designing systems to attract and retain talent, and planning organizational development activities, which may be in the form of workshops and more.

A background in human resource development may prepare you for specialized training, instructional design, program development, and general HR positions. For example, training and development specialists are in charge of designing manuals, online learning modules, and course materials for onboarding employee’s External link.

Personnel Management Human Resource Development
Meaning The aspect of management that is concerned with the work force and their relationship with the entity is known as Personnel Management. The branch of management that focuses on the most effective use of the manpower of an entity, to achieve the organizational goals is known as Human Resource Management.
Approach  Traditional Modern
Treatment of manpower Machines or Tools Asset
Type of function  Routine function Strategic function
Basis of Pay Job Evaluation Performance Evaluation
Management Role Transactional Transformational
Communication Indirect Direct 
Labor Management Collective Bargaining Contracts Individual Contracts 
Initiatives Piecemeal Integrated 
Management Actions Procedure Business needs
Decision Making Slow Fast
Job Design Division of Labor Groups/Teams
Focus Primarily on mundane activities like employee hiring, remunerating, training, and harmony. Treat manpower of the organization as valued assets, to be valued, used and preserved.
Management Notes

Human Resources Management Process

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Human Resource Management (HRM) process involves a series of interrelated steps designed to maximize the effectiveness of an organization’s human capital. It encompasses the planning, recruitment, development, and retention of employees, all while ensuring that the organizational objectives align with the needs of the workforce. HRM process is dynamic, evolving with changing organizational goals and external environments, ensuring that the workforce remains motivated, competent, and productive.

1. Human Resource Planning (HRP)

The HRM process begins with Human Resource Planning (HRP), which involves forecasting the future human resource needs of the organization. HRP ensures that the right number of employees with the required skills are available to meet organizational goals. The process includes analyzing current manpower, predicting future workforce requirements, and identifying skill gaps. It involves two key activities: workforce forecasting and job analysis. Workforce forecasting predicts the demand and supply of human resources, while job analysis defines the specific roles, responsibilities, and qualifications required for each position.

2. Recruitment and Selection

Once HRP identifies staffing needs, the next step is recruitment and selection. Recruitment is the process of attracting a pool of qualified candidates, while selection involves choosing the best-fit candidates for the organization. HR professionals design job advertisements, screen applicants, conduct interviews, and assess candidates through various methods, including skill tests and background checks. The recruitment and selection process aims to bring in employees who not only possess the necessary skills but also align with the organization’s culture and values.

3. Training and Development

After hiring, the HRM process focuses on training and development. This phase is crucial for enhancing employees’ skills and ensuring they are equipped to perform their roles effectively. Training programs address current job requirements, while development initiatives focus on future career growth and leadership training. HR departments design induction programs for new employees and continuous learning opportunities for existing staff. Development programs help prepare employees for higher responsibilities, ensuring organizational sustainability and growth.

4. Performance Management

Effective performance management is essential for organizational success. This process involves setting performance standards, monitoring employee performance, providing feedback, and taking corrective actions when necessary. HR managers conduct performance appraisals, which are used to evaluate an employee’s contribution to organizational goals. The process includes providing constructive feedback, setting performance goals, and discussing development needs. A good performance management system motivates employees, improves productivity, and aligns individual performance with organizational objectives.

5. Compensation and Benefits

One of the critical components of the HRM process is the development of an appropriate compensation and benefits strategy. This includes designing salary structures, offering performance-based incentives, and providing benefits such as health insurance, retirement plans, and bonuses. The compensation system must be competitive to attract and retain talent while ensuring internal equity. It should motivate employees to perform at their best and remain committed to the organization.

6. Employee Relations and Engagement

Employee relations involves maintaining positive relationships between management and employees. HR professionals work to resolve conflicts, handle grievances, and ensure fair treatment of employees. Engaging employees through communication, recognition, and involvement in decision-making is critical to fostering a positive work environment. High employee engagement leads to increased job satisfaction, loyalty, and improved performance.

7. Health, Safety, and Welfare

The HRM process also emphasizes health, safety, and welfare programs. HR professionals are responsible for ensuring that the workplace adheres to safety regulations, minimizing risks, and promoting employee well-being. Initiatives such as wellness programs, safety training, and ensuring safe working conditions help reduce workplace accidents and absenteeism, improving overall productivity.

8. Separation

The final phase of the HRM process involves separation—the formal process when an employee leaves the organization. This can happen through resignation, retirement, or termination. HR managers ensure that the separation process is smooth, conducting exit interviews to gather feedback on organizational improvement and ensuring compliance with legal requirements.

Management Notes

Recent Trends in Human Resources Management

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Recent trends in Human Resources Management (HRM) reflect the evolving work environment driven by technology, employee expectations, and global competition. Key trends include remote and hybrid work models, where HR focuses on managing virtual teams and maintaining engagement. Employee experience (EX) has become crucial, along with diversity, equity, and inclusion (DEI) initiatives to create inclusive workplaces. The use of HR analytics for data-driven decisions, continuous learning and upskilling, and AI-driven automation are transforming HR processes. Additionally, wellness programs, agile HR practices, employer branding, and managing the gig workforce are gaining prominence.

Recent Trends in Human Resources Management:

  • Remote and Hybrid Work Models

The rise of technology has enabled remote work, making flexible work arrangements a key trend. HR departments now focus on managing virtual teams, ensuring productivity, and maintaining employee engagement in hybrid settings. Tools for virtual collaboration and regular check-ins are vital in this approach.

  • Employee Experience (EX)

Beyond traditional engagement, HR is prioritizing the holistic employee experience, including work culture, career growth, and wellbeing. Personalized development plans and wellness initiatives play a significant role in enhancing EX.

  • Use of HR Analytics

Data-driven decision-making is transforming HR functions. HR analytics helps organizations predict employee behavior, measure engagement, and enhance talent acquisition strategies. It provides insights into workforce trends, aiding proactive management.

  • Diversity, Equity, and Inclusion (DEI)

Creating diverse and inclusive workplaces is a priority. HR focuses on implementing DEI initiatives through unbiased recruitment, equitable growth opportunities, and fostering an inclusive culture to improve innovation and team dynamics.

  • Continuous Learning and Upskilling

With rapid technological changes, continuous learning is essential. HR emphasizes reskilling and upskilling employees through digital learning platforms, workshops, and mentorship programs to ensure workforce adaptability.

  • Employee Wellness Programs

Organizations are investing in comprehensive wellness programs addressing physical, mental, and emotional wellbeing. Initiatives such as counseling services, fitness challenges, and stress management workshops enhance employee health and productivity.

  • AI and Automation in HR

AI and automation are streamlining HR tasks like recruitment, onboarding, and performance reviews. Automated chatbots, AI-driven candidate screening, and digital onboarding improve efficiency and reduce manual workloads.

  • Agile HR Practices

Adopting agile methodologies in HR promotes flexibility and quick adaptation to changes. This involves iterative processes, cross-functional collaboration, and continuous feedback to enhance employee satisfaction and organizational efficiency.

  • Employer Branding

Strong employer branding helps attract top talent. HR collaborates with marketing teams to create a compelling image of the organization through social media, employee testimonials, and career development stories.

  • Focus on Gig and Freelance Workforce

The gig economy is reshaping workforce management. HR is developing strategies for integrating freelancers and contract workers, ensuring compliance, and fostering a collaborative environment between full-time and gig employees.

Management Notes

Human Resources Manager Duties and Responsibilities

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Duties

Hire Resources

This is where the recruitment strategies are put into action. In the current age, there’s a ton of competition vying for the attention of the best talent in the market. The HR manager needs to run all possible engines to go out there in the market and find that one suitable gem.

This part of the role includes things like finding relevant locations to look in, reach out to maximum potential candidates using mass communication mediums, aggregate all responses, filter out irrelevant applications, judge suitable incumbents and coordinate internally to get them interviewed. Once the finalists are decided, the HR manager turns into a ‘negotiator’ of sorts, working as a mediator between the company and the candidate to find that win-win ground.

Attract Talent

Attracting talent starts with first planning the requirement of manpower in the organization. Gauging needs of the organization’s human resource requirements, and accordingly putting a plan of action to fulfill those needs with the placement of “talented professionals”. That’s followed by creating an “employer brand” which will be representative of the organization’s good image and portray an attractive impression in the minds of potential candidates.

Training

Not all is done once you’ve recruited a suitable candidate for the job. Many organizations perform tasks a tad differently. Training employees is important to help the new hires get acquainted with the organization’s work pattern. It is imperative for the HR department to incorporate a training program for every new employee based on the skill set required for their job. It will further also contribute to employee motivation and retention.

For the training to be effective, every new employee can be subjected to an on-the-job training for the initial days to get him in sync with the work guidelines of the organization. This training will not only be of assistance to the employee but also give the HR team an insight into the employee’s workmanship. On completion of the training, HR plays a significant role in assessing the results of the training program and grading employees on the same.

Appraisals

Since HRM is a body meant for the employees, carrying out timely performance appraisals is a given. Performance appraisals help in employee motivation by encouraging them to work to their fullest potential. It also enables to give them feedback on their work and suggest necessary measures for the same. This helps employees to have a clear view of what is expected of them and what they are delivering. They can thus, work better towards improving their performance and achieving targets.

Resolving Conflicts

Where different people have different views, conflicts are almost inevitable. Whether the dispute is amongst two or more employees or between the employee and the management, an HR manager has the right to intervene and help map out a solution.

The HR should be available at the disposal of the conflicting parties and hear out their issues without being judgmental. Prior investigations are a must before passing any judgment. The HR head is not expected to discriminate or play favorites in this matter and always deliver an unbiased and practical decision. A reimbursement in case of any loss caused and strict actions against the defaulter should be practiced for effective conflict resolution by the HRM.

Rewards and Incentives

Rewarding the employees for a work well done imparts motivation and at the same time induces a desire to excel at tasks in hope of obtaining rewards. It serves as bait for inculcating a healthy competitive environment amongst employees to achieve targets and meet deadlines. A reward need not be materialistic always. It could just be a word of appreciation in front of all coworkers for a menial task done with complete honesty.

However, with globalization and evolving trends, compensations like holiday packages, pay incentives, bonuses, and promotions are taking a backseat. If as an HR manager you are wanting to reward your employees efficiently, it’s time you adopt new ways of awarding benefits such as flexible work times, paternity leave, extended holidays, telecommuting, etc. These non-traditional rewards will prove fruitful not only in engaging the existing workforce but also as an added benefit to attract new talent to your organization.

Employee Relations

Human Resources is called so because its major responsibility is dealing with the human part of the organization and this involves having great interpersonal skills. An HR manager who sits in the office all day will not turn out to be good at building connections with the employees and thus fail to serve the purpose of being an HR head. As an HR person, employees should feel comfortable coming up to you with their problems and for that, it is important that the HR team builds a good public image within the organization.

Responsibilities

  • Managing company staff, including coordinating and supporting the recruitment process
  • Onboarding newcomers to the company
  • Determining suitable salaries and remuneration
  • Providing the necessary support systems for payroll requirements
  • Developing adequate induction and training
  • Supporting employee opportunities for professional development
  • Managing succession planning of staff
  • Assisting with the performance management and review process
Management Notes

Systematic approach to change, Client & Consultant relationship

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Systematic approach to change

The Systems Model of Change or Organization-Wide Change lays more emphasis on the fact that a change must be implemented organization-wide instead of implementing it in piecemeal.

This model provides a whole new dimension to the concept of organizational change and describes the role played by six interconnected or interdependent variables like people, task, strategy, culture, technology and design. All these 6 variables are the key focus of planned change. The model has been represented in the diagram below:

  1. People: This variable involves the individuals who work in an organization. This would take into consideration the individual differences in the form of personalities, goals, perceptions, attitudes, attributions and their needs/motives.
  2. Task: The task is related to the nature of work which an individual handles in an organization. The nature of the job may be simple or complex, repetitive or novel, unique or standardized.
  3. Design: This variable refers to the organizational structure itself and also the system of communication, authority and control, the delegation of responsibilities and accountabilities.
  4. Strategy: The organizational strategy is the road map of action for realizing the future goals both short term and long term in nature. Strategic Planning involves identification of existing resources, a careful assessment of internal strengths and weaknesses, identifying the opportunities in the environment and threats as well for a competitive advantage.
  5. Technology: It takes into consideration the advancements in the technology in the field of IT, automation, new methods and techniques for enhancing productivity, the introduction of new processes and best practices for remaining ahead in the competition.
  6. Culture: It takes into consideration the shared beliefs, practices, values, norms and expectations of the members of the organization.

Steps to follow:

  • Dedicate time for planning

This may sound silly but you need to actually plan for planning. Always think of things, needs to plan for and to-do lists I need to write but not until recently did I realize that I was leaving the actual planning to the last minute. That’s because one wasn’t dedicating enough time to just sit and plan things out. Set up a recurring event in your calendar to just sit there and put your plans in writing.

  • Batch your time

I’ve tried so many “productivity hacks” and I find this one to be the most useful. It might not work for everyone but it’s worth the shot. Batching your time basically means that you divide your day into time blocks dedicated to only one task or multiple tasks of the same nature. This ensures that you don’t get distracted with doing other tasks and minimizes your tendency to multitask. It also allows you to enter the flow state of diving deep into one task.

  • Create checklists

Make checklists of things you need to get done and keep looking at those checklists. Many of us are guilty of writing down a to-do list, feeling good about it, and then never looking at it again. Put the checklist somewhere accessible like your notes on your phone so that you can pull it out easily. Track your progress and check off things that you’ve completed. Once you finish a checklist you’ll feel so good about yourself, trust me!

  • Prepare for the unexpected

No matter how hard you plan or how much you think you’ve thought ahead, always mentally prepare yourself for things to go wrong. There’s a saying that says “you plan and the universe laughs”, which is so true. That doesn’t mean that you shouldn’t plan, but just make sure you have back-ups and prepare for some crisis management.

Client & Consultant relationship

Consultants are expected to maintain professional and ethical standards when dealing with their clients. This can take the form of maintaining arm’s length relationships, not intervening in the internal affairs and politics of the client’s organizations, keeping confidential information away from interested parties looking for insider knowledge, and reporting any violations in the conduct (financial, operational, and behavioral) by the client’s organization to the regulators. This is the code of conduct that is usually prescribed for consulting firms whenever they take on work from client organizations.

Realities of Consultant-Client Relations

However, this is rarely followed in practice as evidenced by the large numbers of corporate scandals that have emerged in the last decade or so where the consultant was found to be aiding and even abetting the malfeasance conducted by the client. For instance, the Enron scandal manifested itself because the consulting firm was in cahoots with the client in cooking the books. Indeed, in this case, it was found that the consulting firm’s partners went beyond collaboration and were indeed one of the culprits.

Some Examples from the Corporate World

Similarly, the Satyam scandal in India was also found to be a case where the consultants (or some of them) knew about the goings-on in the company and were in breach of the code of conduct and even legal aspects since they did not report the matter to the regulators. However, the saving grace in this case was that when the malfeasance became too big and too hot to handle, it was the new consulting firm that had been roped in for another purpose that blew the whistle on the scam.

Consultants have to Walk a Thin Line between Professional and Personal Obligations

These examples indicate that the consultants have to walk a thin line between fulfilling professional obligations and reporting unethical behavior. Since the client is the one who pays them, it is often the case that the consultants are reluctant to report malfeasance to the regulators. Further, considering the extremely competitive nature of the market wherein there are several consulting firms competing for the same client, money talks and hence, consultants are often found to go along with the client. There are no easy answers when one considers all the aspects and it would be indeed a brave and conscientious consultant who would be the whistleblower.

Some Solutions Which Were Proposed

Having said that, there are some solutions that have emerged in recent years about the course of action to be taken by the consulting firms. For instance, after the Enron scandal, the SEC (Securities and Exchange Commission) and other regulators ensured that new rules separating consulting and investment banking so that the same consulting firm which was also advising the client in financial matters would now be two different firms. While this was intended to reduce the conflict of interest since it was thought that when consultants and investment bankers represent two firms they would automatically be in a position to wink at malfeasance, it is debatable as to how far this law succeeded given the Global Economic Crisis of 2008 wherein several case of malfeasance came to light.

Conflict of Interest is at the Heart of the Problem

Of course, as some experts have mentioned, the real issue here is of conflict of interest. How far would a consultant go in reporting unethical behavior to the regulators which is expected from him or her when such case involve the very clients who are giving them business. Further, the fact that many consultants often are embroiled in the internal politics of the client wherein they take sides in corporate and boardroom battles. This indicates the tricky nature of the problem of consultant client relations wherein the temptation to use confidential and insider information to one’s advantage is motivated by greed and power.

Management Notes

Coaching & Mentoring

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Coaching and mentoring serve as learning tools in the workplace that can lead to empowering your employees. The employees who are coached and mentored often receive the greatest benefit, but the coach or mentor also benefits and may feel a sense of empowerment from the relationship. Understanding the dynamics and outcomes of this type of workplace learning strategy helps you evaluate the need for a coaching program in your small business.

Coaching

Coaching at work is designed to help employees learn or enhance specific skills. It focuses on one individual over a defined period of time, helping them to develop effectively. It can be used to:

  • Teach new skills in a focused way
  • improve performance in a particular area of work
  • build ‘soft’ skills like confidence, interpersonal relationships or planning

The objective of coaching at work is to help an employee make a distinct improvement in an agreed area. That improvement might be measurable through KPIs, or it might be a softer target. To achieve it, the employee receives support and constructive feedback from a designated coach.

Coaching is a powerful tool for employees, but your company will also reap the benefits of a specially trained workforce.

The great benefit of coaching is that you are likely to see quick, positive results as an outcome. This is because coaching is participative and people tend to learn and adopt new habits more easily when they are actively engaged in the learning process.

Mentoring

Mentoring involves the use of the same models and skills of questioning, listening, clarifying and reframing associated with coaching.

Traditionally, mentoring in the workplace is usually where a more experienced colleague uses his or her greater knowledge and understanding of the workplace in order to support the development of a less experienced member of staff.

Deciding if coaching is the right approach

How do you know if coaching will work for your company? In truth, it can depend on the context and the people concerned.

Some employees will respond enthusiastically, especially to the right coach, and will come on leaps and bounds. For example, you could use a professional coach to:

  • Bring out the full potential of a gifted employee
  • help technical experts improve interpersonal skills
  • train managers to handle conflict situations

Although coaching at work is normally very effective, it doesn’t suit every situation or every personality. Other options to consider might be external training, mentoring or online learning.

Importance

Coach or Mentor Empowerment

The experienced employee who serves as the coach or mentor is able to show his knowledge and skill in the industry. This added challenge can boost his confidence and give him a sense of empowerment in his own work. In some cases, the employee the mentors push him to learn new skills in the industry. The collaboration between coach and mentor can lead to new ideas and achievements to aid them both in succeeding.

Independence

A mentor provides support for a new employee, but the ultimate goal is to empower the employee to work independently with the skills she has learned. The ability to work successfully on her own brings a sense of empowerment as she gains independence in the workplace. While employees feel confident to work independently, the mentoring program creates a sense of teamwork and often boosts morale for your employees. This positive work environment continues to empower employees in their work.

Goal Setting

Coaching and mentoring often includes goal setting for the employee. The mentor helps the new employee set specific goals related to the job. The two work together to create a plan to reach those goals. Mentors can customize objectives and support that that employee needs for his particular role. The mentor is also available as a resource if the new employee needs support along the way to be successful. Having a set of challenging goals is motivating and empowers the employee to work beyond the minimum requirements.

Hands-On Learning

Coaching and mentoring gives new employees a hands-on training program to learn job expectations. Instead of throwing a new employee right into the position, he gets a support system and an interactive learning situation that may engender more on-the-job confidence. Mentored employees may often feel a greater sense of understanding of what is required of them in their jobs because they get one-on-one job training, support and the advice of an experienced employee. When an employee receives this kind of personalized training, he may feel empowered to fully perform his job duties.

Management Notes

T-group, Job expectation Technique

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A T-group or training group (sometimes also referred to as sensitivity-training group, human relations training group or encounter group) is a form of group training where participants (typically between eight and fifteen people) learn about themselves (and about small group processes in general) through their interaction with each other. They use feedback, problem solving, and role play to gain insights into themselves, others, and groups.

Experimental studies have been undertaken with the aim of determining what effects, if any, participating in a T-group has on the participants. For example, a 1975 article by Nancy E. Adler and Daniel Goleman concluded that “Students who had participated in a T-group showed significantly more change toward their selected goal than those who had not.” Carl Rogers described sensitivity groups as “…the most significant social invention of the century”.

The concept of encounter as “a meeting of two, eye to eye, face to face,” was articulated by J.L. Moreno in Vienna in 1914–15, in his “Einladung zu einer Begegnung” (“Invitation to an Encounter”), maturing into his psychodrama therapy. It was pioneered in the mid-1940s by Moreno’s protege Kurt Lewin and his colleagues as a method of learning about human behavior in what became the National Training Laboratories (also known as the NTL Institute) that was created by the Office of Naval Research and the National Education Association in Bethel, Maine, in 1947. First conceived as a research technique with a goal to change the standards, attitudes and behavior of individuals, the T-group evolved into educational and treatment schemes for non-psychiatric patient people.

A T-group meeting does not have an explicit agenda, structure, or expressed goal. Under the guidance of a facilitator, the participants are encouraged to share emotional reactions (for example, anger, fear, warmth, or envy) that arise in response to their fellow participants’ actions and statements. The emphasis is on sharing emotions, as opposed to judgments or conclusions. In this way, T-group participants can learn how their words and actions trigger emotional responses in the people they communicate with.

There are a number of group types.

Task groups focus on the here and now, involving learning through doing, activity and processing; and involves daily living skills and work skills.

Evaluative groups focus on evaluating the skills, behaviors, needs, and functions of a group and is the first step in a group process.

Topical discussion groups focus on a common topic that can be shared by all the members to encourage involvement.

Developmental groups encourage the members to develop sequentially organized social interaction skills with the other members.

  • Parallel groups are made up of clients doing individual tasks side by side.
  • Project groups emphasize task accomplishment. Some interaction may be built in, such as shared materials and tools and sharing the work.
  • Egocentric cooperative groups require the members to select and implement the task. Tasks are longer term and socialization is required.
  • Cooperative groups require the therapist only as an advisor. Members are encouraged to identify and gratify each other’s social and emotional needs in conjunction with task accomplishment. The task in a cooperative group may be secondary to social aspects.
  • Mature groups involve the therapist as a co-equal member. The group members take on all leadership roles in order to balance task accomplishment with need satisfaction of the members.

Self-help groups are supportive and educational, and focus on personal growth around a single major life disrupting problem (for example, Alcoholics Anonymous).

Support groups focus on helping others in a crisis and continue to do so until the crisis is gone and is usually before the self-help group.

Advocacy groups focus on changing others or changing the system, rather than changing one’s self: “getting one from point A to point B”.

Psychotherapy groups focus on helping individuals in the present that have past conflicts which affect their behavior.

Controversial

This type of training is controversial as the behaviors it encourages are often self-disclosure and openness, which many people believe some organizations ultimately punish. The feedback used in this type of training can be highly personal, hence it must be given by highly trained observers (trainers).[citation needed]. In the NTL-tradition, the T-group is always embedded in a Human Interaction Laboratory, with reflection time and theory sessions. In these sessions, the participants have the opportunity to make sense of what’s happening in the T-group.

Job expectation Technique

Behaviors in the workplace:

  • Display a positive and respectful attitude.
  • Work with honesty and integrity.
  • Represent the organization in a responsible manner.
  • Perform their jobs to a reasonable, acceptable standard.
  • Maintain good attendance.
  • Conduct themselves in a professional manner, even when off duty.
  • Follow set policies and procedures when dealing with problems or issues.

Team member should be accountable for:

  • Respect each other, and be courteous and sensitive to everyone’s needs and concerns.
  • Be accountable for your work.
  • Be flexible about job and task assignments.
  • Be willing to help each other instead of displaying an “it’s not my job” attitude.
  • Ask for help when needed.
  • Work safely together.
  • Be open to constructive feedback without being defensive or negative.
  • Be self-motivated and reliable.
  • Share ideas for improvement.
  • Be cheerful, positive and encouraging to other team members.

Since an employee’s position affects their performance expectations, Wee created this table to illustrate the performance expectations for different job levels:

Position level of employee Performance expectations
Senior-level manager or executive Focus on departmental performances
Manager or supervisory position Focus on unit and functional results of the work team
Professional or technical position Focus on project-related performances
Individual contributor Focus on assigned tasks and contributions to the work team
Major project member or departmental initiator Focus on the major projects/departmental initiatives specifically

To improve the chances of employees meeting or exceeding your expectations, follow these steps when you plan and set them.

  1. Determine what your expectations are.

Before you can have a conversation with your staff members, you need to have a conversation with yourself and write down what your realistic expectations are. For example, you may expect staff members to do the following:

  • Complete projects within the given timeframe.
  • Have a positive attitude.
  • Take initiative on starting new projects and coming up with new ideas that can benefit the company.
  • Come to work on time.
  • Follow the dress code.
  • Remain professional at all times when communicating with clients and other staff members.
  • Follow up with clients within two business days.
  • Respect each other.
  1. Minimize confusion by making expectations clear.

Clear communication from leaders is imperative for success. If staff members don’t fully understand what you expect from them, it’ll be difficult for them to meet your expectations. You can do these things to make them clear:

  • Lay out exactly what your expectations are in paperwork for new hires.
  • Provide existing employees with a digital or print guide as an amendment to your employee handbook or their job responsibilities.
  • Don’t just hand staff members your expectations guide meet with them to discuss what they are.
  • Address any questions employees have about your expectations.
  • Ensure they understand what your expectations are.
  1. Let staff members know why your expectations are important.

When employees understand why expectations are important, it can help them see the bigger picture and feel like their role in the company matters.

  • Don’t just tell staff members what your expectations are – communicate why they are important.
  • Help staff members see how the company as a whole can benefit when they meet or exceed your expectations.
  • Beyond communicating the importance of your expectations, break down the “why” in as much detail as possible to minimize confusion.
  1. Provide examples of why expectations are important.

Offer concrete examples as to why you’ve set certain expectations, and explain to your team how these expectations connect to the big-picture goals of the company.

  • Being on time for work ensures operations run smoothly.
  • Adhering to the dress code casts the company in a professional light among customers.
  • Displaying a positive attitude at work helps employees deal with stress and keeps morale up.
  1. Get an agreement and commitment.

Formalize the expectations by requiring employees to sign off on them. When employees sign off on your expectations, it makes them feel more serious. In the event they don’t meet your expectations, you will have the documentation to hold them accountable and make a case as to how they have fallen short of the agreement.

Management Notes

Individual change: Concept, Need, Importance

indiafreenotesby indiafreenotes0

Individual change management is an understanding of how one person makes a change successfully. Whether at home, in the community or at work, individuals move through the change process in a predictable and expected path. Individual change management provides a framework for enabling one person to make a transition.

The role of the individual in the overall change process is one such factor that is gaining increasing consideration. As after all, while a new tool can be implemented on schedule and on budget it does not automatically begin generating value for an organisation until it becomes adopted and individuals begin to use it with the required level of proficiency.

With the growing recognition for enterprise change management the need to understand the change management capabilities of the organisation as whole are evident but without a solid understanding of how individuals perceive and succeed in changing there are a number of associated risks.

One of the biggest risks is the idea that the implementation process of enterprise change management is ‘recipe-driven’: a list of actions or requirements that can be simply checked off. As it is important that each and every individual achieves a successful change in behaviour and/or attitudes, focus must be given to the progress of every employee in their transition and this requires continuous measurement. 

Increased communication, although one particular indicator of enterprise change management capabilities, does not ensure an organisation can expect to send X-X-number of emails about a change and not face any resistance; these emails must also contain considerations of the individual and indeed emails may not be an individual’s preferred method of receiving messages. Increasing communications activities in an unplanned, unstructured and intangible way is evidence of an organisation ‘doing’ change management without including a focus of what they were trying to achieve or why.

The next biggest consequence of not giving consideration to individual change management is the increasing difficulty in determining when success has been achieved. Time scales and budget are success factors of project implementation; but determining how successful the people side of the change has been, requires consideration of what is expected from each individual in order to generate the true value of a project; ensuring real acceptance, adoption of new ways of working with measurable proficiency.

Desire to Participate in and Support the Change

  • What are the personal motivators and organizational drivers that would cause me to support the change?

Knowledge on How to Change

  • What knowledge, skills and behaviors are required during and after the change is implemented?

Ability to Implement Required Skills and Behaviors

  • How do I demonstrate the ability to do my job the new way?
  • What barriers may inhibit me making the change?

Reinforcement to Sustain the Change

  • What will make the change stick?
  • What are the rewards, recognition, incentives and consequences?

ADKAR is an individual model, so it describes the change process from the perspective of one impacted employee whose job is being changed as a result of a project or initiative. Whether it is a new process, a new technology, a new job role or a new behavior, a person makes the change successfully when they have awareness, desire, knowledge, ability and reinforcement. If the change impacts 1,000 people, then the change will only happen when all 1,000 people have awareness, desire, knowledge, ability and reinforcement. An individual change management model is crucial for effective change management because of the reality that change must happen one individual at a time. Each impacted employee must move from their own current state to their own future state.

ADKAR is used in a number of ways:

  • Making sense of change
  • Guiding change management plans
  • Measuring progress
  • Diagnosing gaps
  • Developing corrective actions
  • Enabling managers and supervisors

Importance

Ensures a Match Between Requirements and Results

Through change management, you are aware of how to effectively equip and support people who will drive the change and bring it to life. You also have a process to have the right people in place to ensure success.

Increases Probability of Project Success

Research is clear that the better an organization is on change management the more likely project objectives are met. Harvard Business school research shows that initiatives with excellent change management are six times more likely to meet objectives than those with poor change management.

Improves Revenues

Solves problems reduces operation cost, helps seize emerging opportunities, or aligning work with strategy.

Helps in Remaining Profitable and Relevant

By remaining competitive through innovation companies can drive sales for their products. We no longer leave in a world changes occurs after 3 years. Businesses are facing complex and fast changes than ever before. An organization must, therefore, apply change management to enable it to build competencies that grow the organization’s ability to change as soon as they need arises. Only through changes can you remain relevant today. For example, social media has really changed how businesses operate so you have to change and incorporate it into your day to day operations.

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