Informations Systems Consultant

Archive for April, 2013

Roundi Hii::Directly translated asThis Time Round


Roundi Hii::

I salute the Kenyan Worker

The one who works all day long

The one who looks forward for change

Starting by improving his performance each day

Those that improvise, innovate & craft in impossible places & ways

Roundi Hii::

I pray for those who tirelessly volunteer & intern

Working more than the paid

Those with the Lord’s perspective of work

Working towards perfection & with less complaints

Roundi Hii::

I seek to find those that have excellence as their mantra

Pursuing integrity and wholesome idea buyouts

Who dream and dare try ever again

Unto those I propose a toast

Roundi Hii::

I recognise those that call others unto the dance

creating opportunities & developing talent

Those that seek no experience for they know the youth are malleable clay

who play Laban to many Jacobs

Roundi Hii::

Labour day is different for hope is alive

Chance is smiling at us & greatness beckons

 

Kal

 

Hiring Wisdom:


Top 10 Ways to Guarantee Your Best People Will Quit

BY Mel Kleiman

 

Here are 10 ways to guarantee that your best people will quit:

10. Treat everyone equally. This may sound good, but your employees are not equal. Some are worth more because they produce more results. The key is not to treat them equally, it is to treat them all fairly.

 

9. Tolerate mediocrity. A-players don’t have to or want to play with a bunch of C-players.

 

8. Have dumb rules. I did not say have no rules, I said don’t have dumb rules. Great employees want to have guidelines and direction, but they don’t want to have rules that get in the way of doing their jobs or that conflict with the values the company says are important.

 

7. Don’t recognize outstanding performance and contributions. Remember Psychology 101 — Behavior you want repeated needs to be rewarded immediately.

 

6. Don’t have any fun at work. Where’s the written rule that says work has to be serious? If you find it, rip it to shreds and stomp on it because the notion that work cannot be fun is actually counterproductive. The workplace should be fun. Find ways to make work and/or the work environment more relaxed and fun and you will have happy employees who look forward to coming to work each day.

 

5. Don’t keep your people informed. You’ve got to communicate not only the good, but also the bad and the ugly. If you don’t tell them, the rumor mill will.

 

4. Micromanage. Tell them what you want done and how you want it done. Don’t tell them why it needs to be done and why their job is important. Don’t ask for their input on how it could be done better.

 

3. Don’t develop an employee retention strategy. Employee retention deserves your attention every day. Make a list of the people you don’t want to lose and, next to each name, write down what you are doing or will do to ensure that person stays engaged and on board.

2. Don’t do employee retention interviews. Wait until a great employee is walking out the door instead and conduct an exit interview to see what you could have done differently so they would not have gone out looking for another job.

 

1. Make your onboarding program an exercise in tedium. Employees are most impressionable during the first 60 days on the job. Every bit of information gathered during this time will either reinforce your new hire’s “buying decision” (to take the job) or lead to “Hire’s Remorse.”

The biggest cause of “Hire’s Remorse” is the dreaded Employee Orientation/Training Program. Most are poorly organized, inefficient, and boring. How can you expect excellence from your new hires if your orientation program is a sloppy amalgamation of tedious paperwork, boring policies and procedures, and hours of regulations and red tape?

To reinforce their buying decision, get key management involved on the first day and make sure your orientation delivers and reinforces these three messages repeatedly:

A. You were carefully chosen and we’re glad you’re here;

B. You’re now part of a great organization;

C. This is why your job is so important.

 

This was originally published in the April 2013 Humetrics Hiring Hints newsletter.

Mel Kleiman, CSP, is an internationally-known authority on recruiting, selecting, and hiring hourly employees. He has been the president of Humetrics since 1976 and has over 30 years of practical experience, research, consulting and professional speaking work to his credit. Contact him atmkleiman@humetrics.com.

Pointer on Working Culture


By Lunani Joseph

When you work for anyone or an organisation, you work to fit in.  You are always moving in angles to complete the main pattern of your employer. You adapt, adopt, create and adjoin your energies and skill for the main frame that is your work. When you enjoy, you mesh in.Standing out in the intricate design and standing in for the good run that grows the firm. When you do not you drab in and out. Not sure, not an asset but maybe a liability to the whole. Everything seems at that point too mechanical and you create something new. Not gains but complains until you become the complain.

And the Seamstress has to decide either to pull you out or disregard you by patching or darning over you.

When you work for yourself however, you work to provide solutions. Some lasting and some temporary. When you enjoy, you create wonderful patterns. And as your hand gets better you could have masterpieces as sceptics and experts would term nice work.

When you do not enjoy and create a drag in all your work. Then your doodle work can never be described as abstracts. They end up the oblivion channel. Which will sum up your work as either boring or ‘interesting” which most times is used to mean fairly good but not for the moment.

Leading Like Margaret Thatcher


By

Matthew Bishop

US Business Editor at The Economist; guest interviewer for Newswire.fm; speaker through Leading Authorities

RIP Margaret Thatcher, Britain’s first female prime minister, who changed her country and the world, sometimes for better, sometimes for worse. She was known as the Iron Lady, but she also had balls of steel, a tin ear and, at times, a heart of stone. Love her or hate her, she taught us some important lessons about leadership – especially about how to lead by being unreasonable.

The Power of Unreasonable People. Mrs T was called the Iron Lady because of her formidably strong will. Once she decided that something needed to be done, nothing was going to stop her. As she put it, at a moment when her followers were having second thoughts and wanted a U-turn, “you turn if you want to; the Lady is not for turning.” She was one of those leaders who achieve change by being what George Bernard Shaw famously called “unreasonable people”, in the sense that “reasonable people adapt themselves to the world. Unreasonable people attempt to adapt the world to themselves.” Shaw believed that all human progress was the result of these unreasonable people.

Balls of Steel. To be an unreasonable leader requires tremendous personal strength of character and a willingness to take risk. Mrs Thatcher (later Lady Thatcher) took charge at a time of great despair about Britain’s future, with the economy in a mess and a widespread belief at home and abroad that the country was no longer a world power. She challenged head on the conventional wisdom that nothing could be done with policies ranging from privatizing large chunks of the public sector to refusing to allow Argentina’s invasion of the Falkland Islands to succeed.

At the time, many people found this bold style of leadership surprising for a woman, though Mrs T was merely “leaning in” and taking charge long before Sheryl Sandberg recommended it. This sort of leadership can be extraordinarily inspiring, as Mrs Thatcher showed, especially to others who have become disillusioned with the existing situation and with other leaders who spout the conventional wisdom that nothing can be done. A few highly motivated people can defeat a vast number of unmotivated people who believe they are stuck with the status quo.

Tin Ear. When you are defying the conventional wisdom, it can help to be a little deaf. You cannot afford to be distracted by all the noise around you. A little blind, too. Admiral Nelson famously put his telescope to his blind eye to avoid seeing a signal from his commander telling him he could retreat from a battle. Yet this can have its downsides: a truly deaf leader fails to make good use of feedback loops that can provide valuable information.

For instance, Mrs Thatcher was clearly surprised by the strength of the rebellion among her own supporters that led them ultimately to ditch her as their leader; had she been a good listener, she would perhaps have been able to address the causes of the unrest, and save herself. The lesson here for aspiring leaders is that the tin ear is useful occasionally as a tactic, but it is crucial you do not become truly deaf to what is going on around you.

Heart of Stone. To many people, including myself growing up, Mrs Thatcher came across as uncaring and even heartless. People who knew her personally say this was far from the reality, as was illustrated well by the scene in the recent film, “Iron Lady”, starring Meryl Streep as Mrs T, where she personally wrote letters of thanks and sympathy to the families of every member of the armed forces who died during the Falklands campaign.

Perhaps given the controversial nature of the changes she wanted, which caused disruption and pain to many families and communities in parts of the country where public sector jobs were axed, she was bound to be seen as heartless by some people. And it must be hard to maintain a spirit of compassion when, as in Mrs Thatcher’s case, many people publicly shout about their hatred of you, and your life is nearly taken by terrorists. Leading change can require a thick skin, for sure.

Yet, I believe, Mrs Thatcher contributed to her unpopularity among a large part of the British population through her failure to do more to ease the pain of those who suffered most from her policies, such as coal mining towns which lost their mines, and by the apparent harshness of some of her public statements, such as calling trade unions the “enemy within” and saying “there is no such thing as society”. As a result, some of the sensible changes she introduced remains unappreciated, even though four subsequent prime ministers have continued with them largely intact. This helps explain why Britons are not united in affection for their late leader in the way Americans were when Ronald Reagan died.

Even so, if you want to be an unreasonable leader, one lesson is that you should not expect to be popular or to get much gratitude.

But when does it make sense to adopt an “unreasonable” leadership style?

Mrs Thatcher succeeded because, first, there was clearly a massive problem with things as they were. Thus a significant number of people were willing to accept that change was needed, even if they were not clear about what had to be done. Second, she came up with a solution that worked – not perfectly, but well enough that many of her changes remain largely in place over two decades after she was ousted. Had she been more selective with her tin ear, and demonstrated more compassion to those who were being hurt by the process of change, the end of her career might have been happier, and her memory more widely celebrated.

Do you face a situation where big change is needed? Do you have a workable solution? Do you have balls of steel? Then maybe this is your moment to get in touch with your inner Iron Lady and be an unreasonable leader. But take care how you use that tin ear, and never let your heart turn to stone.

What do you think?

Photo: Manchester Daily Express/SSPL/Getty Images

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