Dealing with acidic attitudes: Help for your managers

Every workplace has negative people who erode morale. They’re not always easy to pick out of a crowd, but they can do an amazing amount of damage over time.

Most of the time, these folks don’t make the big mistakes that call attention to themselves. They’re frequently pretty good at their jobs, so they’re not called on the carpet too often.

But like a virus running in the background of a computer program, their acidic personalities eat away at the goals – and ultimately the bottom line – of the company week after week, year after year.

Who are these people? They’re the employees who:

• continually find things to complain about and exaggerate the seriousness of co-workers’ mistakes
• spread gossip and start rumors that pit employees against each other
• talk behind co-workers’ backs, and
• undermine supervisors’ authority with a never-ending flow of criticism that stays under-the-radar so it’s rarely recognized and corrected.

It’s been said the only way to fix a bad attitude is through psychotherapy, religion or brain surgery.  But it’s a rare manager who is a shrink, a minister and a neurosurgeon.

Still, every manager needs a strategy to deal with this constant drag on employee attitudes.

The stakes are too high to just let things slide.

Looking for answers – 4 key questions

So what’s to be done? The experts say managers should move away from the vague “bad attitude” discussion to the hard facts of employee behavior.

The key questions:

• What’s the impact of the employee’s behavior?
• How do the person’s actions differ from the standards set for overall employee behavior?
• What’s the effect of this individual’s behavior on the people who work with him/her?
• If this person acted according to our accepted standards, could it make a difference in morale and productivity?

Managers should identify the actions of negative people – and make it clear those actions will no longer be tolerated.

An example: A Midwestern company established a “no jerk” policy. It included the statement:

Each employee will demonstrate professional behavior that supports team efforts and enhances team behavior, performance and productivity.

Handling tough conversations with acidic employees

Establishing policy is a solid first step; it creates a good framework.

But managers need practical advice that gets results day to day on the front lines.

Managers need one-on-one coaching sessions to cover these points:

• Acknowledge the awkwardness. Managers can let employees know they’re providing feedback that’s difficult to discuss. It’s only human to feel that way.
• Keep it results-oriented. A phrase like “I’m bringing this up because it’s important you address this issue to be successful in your job” is helpful.
• Accentuate the positive. It’s a good idea to highlight the good things that are likely to happen when the person changes the disruptive behavior. On the other hand, if the person remains defiant, stressing the negative outcome if the person’s attitude doesn’t change can be effective, too.

It’s human nature to want to delay having a tough conversation with an employee with a bad attitude. But that only makes things worse.

And since it’s going to be a tough conversation, it’s recommended that supervisors prepare for the discussion.

Suggestions for handling the confrontation:

• Be specific about what you want. It’s a mistake to use general terms in a discussion about a specific behavior problem. For example, a manager says “I don’t like your attitude. I want you to change it.” That’s pretty safe, but it could mean anything.
  Instead, the manager should say “It’s not helpful the way you talk about our customers behind their backs. It poisons the attitude of the others in customer service. From now on, if you can’t say something supportive of a customer, please don’t say anything at all.”
  Managers should try to gather specific examples of negative things the employee has said in the past, and use those in the discussion for clarity.
• Let people rant … a little.  Once a manager has gotten through discussing the specific behaviors, it’s likely the other person is going to feel the need to blow off steam and maybe even mount a defense. To avoiding having people feel like they are on the witness stand, let them rant a bit.
  It’ll help them feel like they are being heard –  because they are. Then steer the conversation back to the results you want.
• Try to use “we.” Work to get across the notion that the issue is a problem for everyone concerned. A manager can start by saying “We have a problem” or “We need to change.”
  The helps the person realize the behavior is important, without finger-pointing.
• Avoid overusing “you.” Putting all the responsibility on the employee is a conversational black hole that’s impossible to escape. The constant use of the word you, as in “You have a bad attitude and everyone knows it” is an invitation for a fight.
  Instead, try “We need to talk about your attitude.”
  The point here is, while it is OK to use the word “you,” using it continually in a negative way kills the conversation.
• Avoid “however” and “but.” Some managers believe that if they lead with a compliment, it’s easier to wade into the problem. That conversation looks something like this: “You’ve done a pretty good job, but …” and then the manager lowers the boom.
  That often angers people and leaves them thinking, “Why can’t he ever just say something positive and leave it at that?”
  Consider substituting “and” for “but” and “however,” and the conversation is likely to go smoother, as in: “You’re doing a pretty good job and we need to talk about how to get you to show more respect for customers.”
• Don’t feel as if you have to fill the silence. In a tense situation a manager may be tempted to fill every gap in the conversation. Don’t. Stay silent when there’s a lull. Obligate the other person to fill in the silence.
  It’s surprising the amount of information a manager can get without ever asking a question … just by remaining silent.

Docking pay for exempt employees: What’s allowed?

Don’t feel bad if you have trouble understanding the pay-docking rules laid out by the Fair Labor Standards Act (FLSA). The regs are pretty murky.

As a rule of thumb, FLSA doesn’t permit deductions from exempt employees. The regs state that the amount of money a salaried employee earns can’t be dependent on the number of days or hours he or she works. You also can’t deduct money based on the quantity or quality of work the employee produces.

But – no surprise here – there are several exceptions. What happens if your company accidentally makes an improper deduction? Nothing, so long as it’s an isolated incident and the company corrects it. But if there are repeat violations, entire departments of exempt workers can suddenly transform into OT-eligible ones by the magical powers of (FLSA).

Permitted and prohibited deductions

Here’s a rundown of the situations in which you can dock exempt employees pay:

• Exempt employees do not need to be paid for any workweek in which they perform no work.
• Exempt employees who are absent for a day or more for personal reasons other than sickness or accident. (Note that these deductions must be made only in full-day increments – not for partial-day absences.)
• Exempt employee absences of a day or more caused by sickness or disability, if the company maintains a plan that provides compensation for loss of salary caused by sickness and disability and the employee exhausted his or her “bank” of leave.
• Penalties imposed for violation of safety rules of major significance
• To offset any amounts received by an employee as jury or witness fees or military pay; however, beyond those offsets, deductions may not be made for absences caused by employee jury duty, attendance as a witness or temporary military leave.
• Unpaid disciplinary suspensions of one or more full days for breaking workplace conduct rules.
• Partial weeks worked during the initial or final weeks of employment. For example, if Joe resigns in the middle of a workweek, pay him only for the days actually worked in that week.
• In some cases, when a salaried/exempt employee has worked a reduced or intermittent work schedule under the Family and Medical Leave Act (FMLA). (You can convert a salaried employee to an hourly rate during the time he or she is on intermittent or reduced-workweek FMLA leave without destroying the person’s exempt status.

Red flags

On the flip side, the following deductions are FLSA red flags. These deductions can make a formerly exempt employee eligible to collect overtime:

• Business trips. You can’t deduct salary (or run the clock on paid time off benefits) for absences related to business trips, and

• Lack of work. If an exempt employee is ready, willing and able to work, you can’t deduct money for slow times when there’s little or no work assigned.

The Dos and Don’ts of hiring talent from your competitors

While the job market is stronger than it has been in years, the search for qualified talent is growing more and more challenging. Employers want to hire candidates that have theright experience, are familiar with their industry, and are a culture-fit. So for many managers, the only seemingly feasible way to find this perfect candidate is to hire them from competitors.

While hiring from one’s competitors may seem like a simple recruiting solution, there are certain aspects, like non-compete agreements, that need to be considered beforehand.  To help you determine whether hiring talent from your competitor is the right move for your company, consider these dos and don’ts:

Do: Offer a Salary Increase

People who are doing well in a role and are happy with their company are not going to risk leaving and becoming dissatisfied with their new position. This means that you are going to have to provide an incentive if you want a competitor’s employee to come work for you.

The easiest incentive you can provide is a salary increase. It shows the candidate that you are truly interested and believe they are worth the investment. However, if increased compensation is not in your budget, there are other ways to incentivize a career move. For example, you can offer equity in your company like many early stage technology companies have done when cash was tight and prospects were huge.

Don’t: Ignore a Non-Compete Agreement 

Non-compete agreements are issued, amongst other reasons, to prevent employees from competing against their original employer in the event they leave. In other words, many non-competes are meant to prevent, or at least discourage, you from hiring your competitor’s talent. While some companies choose to disregard these agreements, it is imperative you have an attorney look over a candidate’s non-compete prior to issuing an offer letter.

The repercussions vary based on how strict a company enforces their non-compete agreements, but in some cases lawsuits will be taken against both the employee and the new employer. So before even thinking about offering a candidate a job, make sure they 1.) don’t have a non-compete agreement and 2.) if they do, consult with an attorney before you find yourself in hot water.

Do: Invest in Training New Employees

Hiring a successful candidate from a competitor does not mean they will immediately be successful with your company. Just like any other new employee, they will need time to ramp up and to go through training in order to thrive.

Like most training programs, they should gain a complete understanding of the company, what differentiates the company from their previous employer, the systems and tools needed to go about daily operations, and the company culture as a whole. By providing them the same training as any other new employee, you’re setting them up for success.

Before deciding to hire talent from a competitor, it is important to sit down and evaluate whether it is the right choice for your company. While the benefits of hiring successful employees from your competitors can be immense, the risks are just as great.

Networking’s an HR pro’s best friend: 4 key pitfalls to avoid

No denying it — networking is one of the best tools an HR professional has at his or her disposal. Whether you connect at an industry conference or online, having professional connections can be an invaluable resource.  

Of course it requires some maintenance. And sometimes folks make missteps.

Take a look at the four that have tripped up your peers, along with tips to keep you from following in their footsteps.

Mistake 1: They don’t ask for help when they need it

Ask not what you can do for your network but what your network can do for you!

That’s one of the biggest benefits of having a group of trusted professionals in your circle: You can call on them when facing a problem.

Unfortunately that’s the No. 1 place managers come up short when it comes to their networks. They don’t seek out the counsel of their network. Nearly half (42%) of managers said they’ve failed to ask from help from the people in their network.

You don’t have to put it out to everyone you've ever met professionally when you have a challenge in front of you. But think about the folks you know who might be most insightful with your specific problem.

Bouncing ideas off a trusted member of your network doesn’t undermine your authority or expertise – it enhances it because you recognize no one can go it alone all the time. A great leader surrounds him or herself with good people.

Plus, often that person from your network may be less close to an issue than a co-worker at your office would be, which brings good perspective.

Of course, remind them you’d happily do the same for them sometime.

Mistake 2: They don’t keep in touch with their contacts

So you take the time to reach out to someone at a conference or meeting and make a connection. Contact information is exchanged … only to lose touch a few months later.

It’s happened to more than a quarter (28%) of your peers, says Robert Half.

There’s a relatively painless solution to avoid this misstep: Schedule time to stay in touch.

It may seem contrived at first – putting it on your calendar to be in contact with a member of your professional network. But everyone’s so busy these days that may be one of the only ways to keep a network alive.

Social networking makes this easier now. If your contacts post on LinkedIn it’s easy to respond to that. Or if you’re uncomfortable sounding off in such a public forum, you can at least use that post as a jumping off point to contact in a more private message.

Mistake 3: Not thanking people for their help

Everybody wants to feel appreciated. And if a member of your network takes the time to help you, a thank you is definitely in order. However, 17% of senior managers say they’ve dropped the ball on this front.

It doesn’t have to spell doom for the relationship. Whenever you realize you failed to thank someone, do it then, even if it’s well after the fact. It will still be appreciated.

The best way to avoid similar issues again: Do it right away, whether that means firing off an email or handwriting a note (hint: keep stationary in your desk so you don’t need to hunt around for it).

Waiting to thank someone for an assist or an opinion greatly increases the chance it will slip your mind.

Mistake 4: Not providing help when others need it

Of course you wouldn’t intentionally blow off a request for help from someone in your network.

But people get busy, emails get missed and now and then you may miss the opportunity to thank someone who offered advice.

It’s happened to 7% of other managers.  If you discover this has happened to you, an honest apology and a sincere pledge to be more responsive in the future is your best bet.

India’s New HR Challenge: Managing a Multigenerational Workforce

Diversity and inclusion have been steadily gaining traction in corporate India in recent years. Much of this is centered on gender diversity, and companies are beginning to realize the business imperative of hiring women and creating an equitable work environment. But there is another aspect that human resource managers in India need to wake up to: The importance of effectively managing a multigenerational workforce.

One may argue that organizations across the world have always had to manage a multigenerational workforce. While that is true, India’s demographics are creating some unique challenges. Even as the world is graying, India is getting younger. By 2020, the average Indian will be only 29 years of age compared with 37 in China and the U.S., 45 in Western Europe and 48 in Japan. Currently, more than half of India’s population is less than 25 years of age.

Given India’s population of over a billion, these make for very large numbers. What’s more, this large pool of new workers comes with a mindset very different from that of the earlier generations. Experts note that this difference between generations is far more striking in India than elsewhere because of the country’s rapid pace of liberalization and increasing globalization since the 1990s. India has also leapfrogged through tremendous advances in technology, including the adoption of mobile phones, the Internet and social media.

Adding to the Complexity

“India has gone through more changes in the past 20 years than most countries witness over a century,” says Amit K. Nandkeolyar, assistant professor of organizational behavior at the Indian School of Business. Pointing to India’s vast socio-economic and cultural diversity, Nandkeolyar adds: “Employees come from different regions, religions, linguistic traditions, castes, communities, culinary tastes, races and genders. A generational difference adds another layer of complexity. This creates a workforce that can find itself divided in more ways than comparable workforces in most countries.”

Vishalli Dongrie, senior director at consulting and services firm Deloitte Touche Tohmatsu India, notes: “The current generation in India entering the workforce has seen abundance in options and affluence early in life. They are also more independent and more aware of global opportunities. This is reflected in the decreasing loyalty toward their employers and the increasing focus on short-term goals. Globally, the shift has not been so pronounced.”

Puja Kohli, an independent human resources consultant, points to another aspect: The dissonance between the home environment and the workplace. Kohli observes that parents in India have become far more open to including their children in decision making — what kind of house to live in, what make of car to buy, where to go on a holiday and so on — but the workplace continues to be in a “plan, control and review” mode. “This results in conflict and disengagement at the workplace,” says Kohli.

Last year, Kohli conducted a study titled, “Managing in a Multigenerational Workplace,” in collaboration with the National Association of Software and Services Companies (Nasscom). The objective of this study was to understand the competencies needed to manage millennials in the information technology/information technology enabled services (IT/ITeS) sector, which is among the largest recruiters of youth in India. More than 60% of the employees in this sector are less than 30 years of age.

Raed more on: http://knowledge.wharton.upenn.edu/article/indias-new-hr-challenge-managing-multigenerational-workforce/

Three-day working week? Indian HR experts not enthused

NEW DELHI: World's top billionaire business leaders like Carlos Slim and Richard Branson may be advocating for 3-day working week to boost employee productivity, but HR experts believe India is not ready for such a model.

Mexican billionaire Slim, the second richest in the world, and British businessman Branson are among those who see virtues of a 3-day work week model, under which employees can work for 11-hours a day for three days, following which they can have a 4-day long off in a week.

The proponents of this believe that employee productivity can be improved with longer working hours in just three days, as against spreading them across more number of days.

"The idea of 11-hour work days is like sprint running or a 100-meter dash and therefore the model will only suit some industries or jobs. For instance customer service, retail, entertainment and healthcare cannot operate on this model," SAP Labs India HR head T Shivaram said.

"In developing economies where productivity is the key, the need is to create more jobs and therefore this model will not work," Shivaram said.

Read more at:

http://economictimes.indiatimes.com/jobs/three-day-working-week-indian-hr-experts-not-enthused/articleshow/39533638.cms

http://economictimes.indiatimes.com/articleshow/39533638.cms?utm_source=contentofinterest&utm_medium=text&utm_campaign=cppst

Executive Search Firms in India

Executive Search Firms in India

I am, apart from being an Executive Search Professional, also an active Rotarian and member of Rotary Club of Thane North End affiliated to Rotary International. Recently I was told to write an article on my profession (in Rotary we call it classification) for our club newsletter 'Mukti'. The article was written in general for different set of people to give them an idea of Executive Search as profession. This gives just a bird’s eye view about this noble profession hence I thought of sharing with all.

Executive Search or Head Hunting Specialist as commonly known, is a new age Consulting profession that is gaining a wide acceptance. Today corporates pay a consultants in India anything between Rs.10 lac (USD 16K) to 2 cr (USD 330K) to search a right professional for their enterprise. Many time people asks me why would one pay so much for finding an employee when there’s so much unemployment around. Answer is that unemployment is at lower level or at entry level due to skill mismatch or lack of  information. At senior / top level there is acute shortage of talent. Not only that, at senior level, professionals do have their choices and apprehensions that makes match making very difficult. There’s saying “Executive Search consultant does not hunt those who hunt jobs but hunt those whom job hunts”

One of the most important role of an Executive Search Consultant (ESC)  is to develop a communication without exaggeration  to entice the person to take career decision in favor of the opportunity presented.  We have heard how Steve job lured John Sculley from Pepsi to join Apple by asking Sculley "Do you want to sell sugared water for the rest of your life? Or do you want to come with me and change the world?”  Sculley proved to be most successful CEO of Silicon Valley. One of my clients, a most reputed builder of Mumbai, wanted to diversify in IT/ ITEs and were willing to invest 50 Cr (USD 10 mn) in cash capital apart from lending Real Estate but no established IT professional  was willing to join them as CEO. We released a half page camouflaged Advert in India, Gulf and USA spending closed to Rs 50 lac (USD 100K) and announcing seriousness of their intent. Fully aware that no established Professional is going to apply to this advert. Then we shortlisted 14 successful CEOs from IT Industry whom I had known otherwise and sent them the advert cutting requesting them to refer someone. Seven of them reverted asking golden question “who is the promoter?” and search story begins. Five of them were eventually presented to our client and one eventually joined.

Foundation of Executive Search is research & knowledge on the DNAs of the Companies & Professionals operating in the sector of one’s specialization. It is all about reading the undercurrents of the industry and understanding professional whims and fancies of the individuals. Executive Search is all about relationship. Most of us (ESCs) have relationships with our customers & candidates that goes  back more than a decade. Recently I placed a person for the MD position with one of my old European client at Ahmedabad, whom I had known for over a decades but never placed before.

Executive Search is used by all but it is boon for SMEs who need good talent to grow their business but  does not have requisite size and brand equity. Time when Steve Job proposed John Sculley, Pepsi was global giant and Apple a pygmy. How does one convince a professional to join a small upcoming company with low paying capability is both science & art that ESC exercise. Many get confused Executive Search Consultancy with low end recruitment Agency. Lower Level Recruiting is more mechanical process & number game coupled with filtering skills. Executive Search is like a super specialist who need to understand your need very carefully. Recently I was introduced to one Mid-size industrialist whose company was not doing well and wanted a Professional to turn around. But industrialist reacted sharply & negatively to my poking question to understand reasons for his company’s sickness. Guess what, meeting lasted just five minutes and I have to decline the mandate. If you are a Promoter / Businessman wanting to hire the services of an Executive Search Consultant, my advice to you is to find a good consultant through validated references and be transparent with that consultant and get the best out of him/her. Do not hesitate to share with them inner woes. As such all of us are under the oath of secrecy like any doctor or professional.

And if you are a professional, then best is to network with Executive Search Consultant much before you need them. Best time is when you have just getting out of Middle management getting into general management roles. And if you are already at Senior level looking for a change, then do connect with ones you had networked in past but don’t solely depend upon them. The reason is that an Executive Search consultant is driven by the needs of its client and has very limited wherewithal to push someone through unless situation warranted. You can use your relations to take ESC advise to make better career decisions. Executive Search Consultant will invest his time in you if see a potential in you. The gentleman whom I placed in Ahmedabad took my free advice 3 to 4 times for his career moves in the interim. Thanks to this I understood that he thrives in chaos. His all successful innings were in troubled companies and  he turn out to be virtual status quo manager in a stable company. So this time I have to really impress upon my client to push hard his candidature because the said company in Ahmedabad was in all sorts of troubles including the treason by local JV partner. In Last two years, he had  sorted  out all problems and put the company on comeback trail. You guessed already soon it is going to be   time to hand over company to someone else.

If you are young aspirant looking for career choices, then to be an Executive Search Consultant , it is good to have a MBA degree. Most youngster starts their career in Executive Search as Researcher where they work back end with senior consultant, just the way any intern or junior doctor / lawyer work with seniors. Good one soon starts client facing accompanying the Sr. consultant. Ideally  a person with 12 years’ experience should become a Senior Management Consultants or Practice Head. To enter midway one must have some expertise in a specific sector and a penchant of connecting with people. However, as on date there are no specialist courses in Executive Search. Most of us are self-learned professionals Graduated out of Practical Institute of Real Life. In future there are likely to be some courses too.

For more information about Executive Search Firms in India, Contact us at: 

Magna Global HR Private Limited

102, Jai Shankar Apartment, 

Bhakti Mandir Road, LBS Marg, 

Opp State Bank of Patiyala

Thane West, Mumbai - 400601

Phone No : 022-25441061/62

Email : admin@magnaglobalhr.com

Website : http://www.magnaglobalhr.com/