Monthly Archives: November 2012
Imagine this. Your boss gets you into an office, sits you down, and tells you there are some serious allegations you need to answer. No, not about your current job. This particular interrogation is in regards to your last job, the one you held with your previous employer. Or perhaps even the one before that. Or even the one before that.
At what point does an employee’s history become just that? History.Read More
Founders go wrong when they start to believe their business plan will materialize as written. I advise entrepreneurs to burn their business plan — it’s simply too dangerous to the health of your business. Believing in them is illusional, because . . .Read Article
Interesting process intimated by this sign. Seems like they are actually asking customers to enter into a genuine conversation with them.
As Peter Nixon points out in his new book “Dialogue Gap”, we’ve become whiz-kids at sending information using every form of communication available – e-mail, text messages, social networking sites and smartphones. While this is communicating, it is not engaging, and certainly not nurturing active dialogue characterised by collaborative thinking.
My wife recently stayed at the Intercontinental Hotel in Singapore on business. Today she received an email saying “Thank you for stayïng with us”. Nice sentiment, but there was no way of responding – she could “Book early and save”, “For whatever life takes you”, “Priority Club member benefits”, “Get the App”, or “Visit Mobile Site” – I thought for one moment there may be, just may be a chance of dialogue with “Customer Care” but that just took you to some PR blurb. Of course the email was automatically generated with the last caption “This email is for posting only. Please do not reply”. Seems they definitely do not want to dialogue. Pity …
One well known large pharmaceutical company is currently going through the process of calibrating its resources. No, they’re not talking about standardising any of their scientific equipment, they’re talking about their people.
Have you been calibrated lately? Yes “calibrated”, that’s the term that some HR people are using in the latest ludicrous attempt to quantify people’s performance. (By the way, these same HR people call us “resources”, not people, not even humans!)
The basis of such “calibration” is to tell managers to fit their people’s performance within the standard distribution curve. I thought this theory (if you like to call it that) had been discredited years ago. Certainly in the 80s and 90s after every organisation jumped on the GE band wagon and found that it didn’t work. The latest company to try this strategy and fail, was Microsoft (see Microsoft’s Lost Decade).
When will HR people give up on trying to justify their positions by spurious quantification methods and get back to what they’re supposed to be doing – offering advice to managers on how to best manage their people? Maybe then they’ll be seen as worthwhile participants and partners in the business.
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Does it have to be painful, for them and you?
The need to write this article came about through the recent experience of two of my friends. Both had been fired. One for supposed poor performance (although she had never been counselled and at the time was in fact on sick leave) and one because the start up facility she was employed by, suddenly closed down. Both were senior managers. Both were loyal, hardworking employees but are now very angry and taking legal action against their former employers. Why are they so angry?Read More
Following are some of the better sites we have found that provide articles for managers and/or sites to which you can submit your articles.
The McKinsey Quarterly – The McKinsey Quarterly is the business journal of McKinsey & Company.
Forbes.com - Forbes is a leading source for reliable business news and financial information.
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