HR Tip of the Day:Maintaining credibility during organizational crisis: If you don’t have a crisis management communication plan, then put one in place as soon as you can—the nature of a crisis is that you just don’t know when it’s going to happen.
From India, Madras
192From India, Madras
Thank you B.Maru,Viku and Pooja for your comments.
@ B.Maru: As you have said rightly,it is difficult to see or hear the usage of correct language. Let me share with you that writting or speaking simple english is not easy. We need to practice,practice and practice. Using the 'jargon' has become a second nature to most us . Mobile is the first culprit.
Thanks for reading this.
AVS
From India, Madras
@ B.Maru: As you have said rightly,it is difficult to see or hear the usage of correct language. Let me share with you that writting or speaking simple english is not easy. We need to practice,practice and practice. Using the 'jargon' has become a second nature to most us . Mobile is the first culprit.
Thanks for reading this.
AVS
From India, Madras
Hi Guys,
Nice to see the tip of the day for a HR professional. It is really useful for the current scneario where the communication gap is there between employees and HR.
This is a nice suggestion which will really help to create a good relationship in all level of employees.
With Regards,
Arunkumar Venkataraman
Human Resources
" If you dream it, you can do it"
From India, Madras
Nice to see the tip of the day for a HR professional. It is really useful for the current scneario where the communication gap is there between employees and HR.
This is a nice suggestion which will really help to create a good relationship in all level of employees.
With Regards,
Arunkumar Venkataraman
Human Resources
" If you dream it, you can do it"
From India, Madras
Thanks for sharing a nice tips on maintaining credibility.Crisis management is a different art. More than a wisdom,a mere common sense willl work wonders during crisis times.
All HR practitioners should learn this art to improve their effectiveness.
Good tip Maru
__________________________________________________
AVS
From India, Madras
All HR practitioners should learn this art to improve their effectiveness.
Good tip Maru
__________________________________________________
AVS
From India, Madras
TEAM WORK
Teamwork takes more time and often more resources than individual work. Teams have increased communication demands, conflicts to manage, and meetings to run. So the benefits of using teams have to exceed the costs, and that’s not always the case.
How do you know whether the work of your group would be better done in teams? You can apply three tests to see whether a team fits your situation.
1.Ask yourself can the work be done better by more than one person? A good indicator is the complexity of the work and the need for different perspectives. Simple tasks that don’t require diverse input are probably better left to individuals.
2.Ask yourself does the work create a common purpose or set of goals for the people in the group that is more than the aggregate of individual goals? Many service departments of new-vehicle dealers have introduced teams that link customer-service people, mechanics, parts specialists, and sales representatives. Such teams can better manage collective responsibility for ensuring customer needs are properly met.
3.Determine whether the members of the group are interdependent. Using teams makes sense when there is interdependence between tasks—the success of the whole depends on the success of each one, and the success of each one depends on the success of the others. Soccer, for instance, is an obvious team sport. Success requires a great deal of coordination between interdependent players. Conversely, except possibly for relays, swim teams are not really teams. They’re groups of individuals performing individually, whose total performance is merely the aggregate summation of their individual performances.
So here is today’s Daily HR Tip: Before you rush to implement teams, carefully assess whether the work requires or will benefit from a collective effort.
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AVS
From India, Madras
Teamwork takes more time and often more resources than individual work. Teams have increased communication demands, conflicts to manage, and meetings to run. So the benefits of using teams have to exceed the costs, and that’s not always the case.
How do you know whether the work of your group would be better done in teams? You can apply three tests to see whether a team fits your situation.
1.Ask yourself can the work be done better by more than one person? A good indicator is the complexity of the work and the need for different perspectives. Simple tasks that don’t require diverse input are probably better left to individuals.
2.Ask yourself does the work create a common purpose or set of goals for the people in the group that is more than the aggregate of individual goals? Many service departments of new-vehicle dealers have introduced teams that link customer-service people, mechanics, parts specialists, and sales representatives. Such teams can better manage collective responsibility for ensuring customer needs are properly met.
3.Determine whether the members of the group are interdependent. Using teams makes sense when there is interdependence between tasks—the success of the whole depends on the success of each one, and the success of each one depends on the success of the others. Soccer, for instance, is an obvious team sport. Success requires a great deal of coordination between interdependent players. Conversely, except possibly for relays, swim teams are not really teams. They’re groups of individuals performing individually, whose total performance is merely the aggregate summation of their individual performances.
So here is today’s Daily HR Tip: Before you rush to implement teams, carefully assess whether the work requires or will benefit from a collective effort.
************************************************** *****
AVS
From India, Madras
HR TIP of the Day:Helping Employees balance work- life conflicts: Managers (particularly HR managers) need to design workplaces and jobs that can help employees deal with work-life conflicts. This can be done through building greater flexibility into paid time off (PTO) policies and instituting flexible work hours or the ability to work remotely. Training to try to change the mindset of many supervisors should also be considered. The payoff? Organizations that help their employees to resolve work-life conflicts are likely to retain the best and most motivated employees. In the future that could be your organizations greatest competitive advantage.
From India, Madras
From India, Madras
HR Tip of the Day: Difficult Employees are a Challenge for you: Difficult employees are not necessarily bad employees. Don’t shy away from dealing with difficult employees and don’t turn a blind eye to the situations that arise as a result of their behaviors. Train yourself and the managers and supervisors you work with to use the six steps to deal effectively with the difficult employees.
From India, Madras
From India, Madras
hahhahahhahaha.............Vivek... thanks for your comments and you know these are tips only.. we need to know what is this.. BTW please find the six steps :
Understand the big picture – what is the track record of the employee? Is this an isolated occurrence or a pattern of behavior. Can the behavior in question be justified from the employee’s point of view—even if you might not agree with their point of view?
Gather the facts – there are always rumors and hearsay so it is important to fact check the reality of the situation. Try to find hard evidence of what occurred or what is occurring—facts are undeniable!
Create a plan – decide when and where you will speak to the employee and other involved people. Know what you will say to open the discussion. Prepare your key questions—use open ended questions that allow each person to state their perspective on what happened.
Focus on the problem not the person – don’t give the impression that you are attacking the people involved, that will only result in closing down the discussion. Instead, attack the problem by uncovering underlying issues and root causes through intensive questioning.
Be open to hearing all sides – when dealing with a difficult employee it is not only fair but necessary to hear all sides and perspectives to understand the underlying reasons for the difficult behavior. Play the role of a mediator and try to find the common ground and figure out where and how you can bring clarity to the situation.
Identify a solution – the goal is to come to an agreement with the employee on how to solve the issue. Without agreement from the employee on the solution it is questionable if their behavior with change. The agreement should result in a plan of action that the employee commits to . You should also agree upon how the plan will be implemented and monitored.
Gather the facts – there are always rumors and hearsay so it is important to fact check the reality of the situation. Try to find hard evidence of what occurred or what is occurring—facts are undeniable!
From India, Madras
Understand the big picture – what is the track record of the employee? Is this an isolated occurrence or a pattern of behavior. Can the behavior in question be justified from the employee’s point of view—even if you might not agree with their point of view?
Gather the facts – there are always rumors and hearsay so it is important to fact check the reality of the situation. Try to find hard evidence of what occurred or what is occurring—facts are undeniable!
Create a plan – decide when and where you will speak to the employee and other involved people. Know what you will say to open the discussion. Prepare your key questions—use open ended questions that allow each person to state their perspective on what happened.
Focus on the problem not the person – don’t give the impression that you are attacking the people involved, that will only result in closing down the discussion. Instead, attack the problem by uncovering underlying issues and root causes through intensive questioning.
Be open to hearing all sides – when dealing with a difficult employee it is not only fair but necessary to hear all sides and perspectives to understand the underlying reasons for the difficult behavior. Play the role of a mediator and try to find the common ground and figure out where and how you can bring clarity to the situation.
Identify a solution – the goal is to come to an agreement with the employee on how to solve the issue. Without agreement from the employee on the solution it is questionable if their behavior with change. The agreement should result in a plan of action that the employee commits to . You should also agree upon how the plan will be implemented and monitored.
Gather the facts – there are always rumors and hearsay so it is important to fact check the reality of the situation. Try to find hard evidence of what occurred or what is occurring—facts are undeniable!
From India, Madras
The Benefits of Induction Training
Every new employee joins the organization with stars in her eyes. There is a rosy dream of great future, great achievements and great corporate relationship. The employee begins with a positive note and heart full of new resolutions.
Imagine how devastating it would be for the employee to encounter indifference, ambiguity and disinterest. Imagine how the lackadaisical attitude of colleagues and superiors could shatter her hopes and dreams.
This scenario could be the reverse too. Employees who have been disillusioned with their previous jobs might join with a cynical attitude. They scoff at the rules and deride employee development programs of the company.
In both the cases, the losers are more than just two parties: the cynic and the victim suffer; in addition, the organizational climate becomes sour and the overall productivity goes down.
Induction training for new employees has to be taken seriously by both the employer and the employee. Every factor that can impact the new employee must be considered. Let us see all the factors that can influence the new employee:
Manual of organization rules and procedures
Manual of organization's events, programs, facilities
Organization chart and reporting structures.
Job manual
Departmental description, including names of employees and their respective designations
A new employee has no idea about the work culture in your organization. Hence, you have to be sensitive to the employee and provide with all oral and written instructions and guidelines. This helps her to align herself with the organization culture. Encourage formal and informal communication to allow her to blend with her work team.
Induction of new employees is incomplete without a formal induction training program. Induction training could be periodic lectures till such time that the employee is absorbed into the organization. To get employees comfortable with their fellow workers, it is a good idea to encourage informal tete-a-tete sessions. If the employee joins a sales team or a software development team, team members could have team inductions. It is very important to motivate new employees and stoke their ambitions for higher achievement. Team members should not indulge in name calling or back biting about other members as this can be very de-motivating to the new recruit.
Induction training should begin on a high note, and every body must look at the relationship optimistically. However, it is also not wise to raise irrationally high expectations of new employees. Promises should be reasonable and real. False promises only lead to disillusionment and negative feelings. The key is to build aspirations that would seem fair and reasonable to employees.
Source:Human Resource Management
************************************************** *****
AVS
From India, Madras
Every new employee joins the organization with stars in her eyes. There is a rosy dream of great future, great achievements and great corporate relationship. The employee begins with a positive note and heart full of new resolutions.
Imagine how devastating it would be for the employee to encounter indifference, ambiguity and disinterest. Imagine how the lackadaisical attitude of colleagues and superiors could shatter her hopes and dreams.
This scenario could be the reverse too. Employees who have been disillusioned with their previous jobs might join with a cynical attitude. They scoff at the rules and deride employee development programs of the company.
In both the cases, the losers are more than just two parties: the cynic and the victim suffer; in addition, the organizational climate becomes sour and the overall productivity goes down.
Induction training for new employees has to be taken seriously by both the employer and the employee. Every factor that can impact the new employee must be considered. Let us see all the factors that can influence the new employee:
Manual of organization rules and procedures
Manual of organization's events, programs, facilities
Organization chart and reporting structures.
Job manual
Departmental description, including names of employees and their respective designations
A new employee has no idea about the work culture in your organization. Hence, you have to be sensitive to the employee and provide with all oral and written instructions and guidelines. This helps her to align herself with the organization culture. Encourage formal and informal communication to allow her to blend with her work team.
Induction of new employees is incomplete without a formal induction training program. Induction training could be periodic lectures till such time that the employee is absorbed into the organization. To get employees comfortable with their fellow workers, it is a good idea to encourage informal tete-a-tete sessions. If the employee joins a sales team or a software development team, team members could have team inductions. It is very important to motivate new employees and stoke their ambitions for higher achievement. Team members should not indulge in name calling or back biting about other members as this can be very de-motivating to the new recruit.
Induction training should begin on a high note, and every body must look at the relationship optimistically. However, it is also not wise to raise irrationally high expectations of new employees. Promises should be reasonable and real. False promises only lead to disillusionment and negative feelings. The key is to build aspirations that would seem fair and reasonable to employees.
Source:Human Resource Management
************************************************** *****
AVS
From India, Madras
HR Tips for the day :
A business is only as good as the people who work for it: As a small business, you can be closer to your staff, suppliers and customers than larger ones. Involve your employees in the work culture from day one and keep them up to date with the progress of the company and any developments that may take place in the near future.
From India, Madras
A business is only as good as the people who work for it: As a small business, you can be closer to your staff, suppliers and customers than larger ones. Involve your employees in the work culture from day one and keep them up to date with the progress of the company and any developments that may take place in the near future.
From India, Madras
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