Showing posts with label personnel. Show all posts
Showing posts with label personnel. Show all posts

Monday, October 5, 2009

Why is your boss more like a baboon?

Research shows that whether human or baboon, your social or professional rank—your place on the torment or be tormented scale—influences your level of stress and your health, for better or for worse.

Robert Sapolsky is a Stanford University neurobiologist who's spent 30 years studying stress and illness in baboons to better understand the effects of stress in humans.
Sapolsky studies baboons because they experience the same kind of social and psychological stress that humans experience. Everything that stresses us—traffic, work, bad relationships—is socially constructed. The same is true for baboons.

We all live with stress—so much, in fact, that we accept chronic stress in our lives as a given, an inescapable force to which we're powerless. We feel we have no control over our stress, and indeed, our stress controls us—our behaviour, our emotions, our health. Some people go so far as to wear stress as a badge of honour. Their stress level, they believe, testifies to their importance, their valour and their work ethic.

By accepting chronic stress as a fact of life, we fail to realise that our resigned attitude toward this biological response will kill us. Chronic stress is an epidemic in American and European society, one that takes a devastating—even deadly—toll on our minds and bodies.

Chronic stress impairs our memory and brain function:

We can't think straight when we're stressed out. It debilitates our immune system and makes us more susceptible to illness. It elevates our blood pressure, causes our arteries to harden and leads to belly fat—all of which increase our risk of heart attack.

It can lead to ulcers, and it hinders our reproductive functions and then there are the headaches and backaches, the insomnia and impotence that stress causes.

Sapolsky notes that we seem to have lost our innate ability to shut off our stress response. We're stressed out all the time. Everything from deadlines to awkward social situations causes our bodies to produce elevated levels of stress hormones that never seem to abate. Even after we've met the deadline, we allow new stressful tasks or situations to enter our lives and replace it.

Our rank at work and in society also impacts our stress level, perhaps not surprisingly. Sapolsky's research suggests that the amount of stress we experience is directly related to our social status.

What was observed in the baboons:
By taking blood samples from them and screening them for stress hormones, Sapolsky found high levels of stress in submissive baboons and low levels of stress in dominant baboons. The reason the dominant baboons had low levels of stress was because they had a lot of leisure time.

The reason the low-ranked baboons had high levels of stress was because the dominant baboons spent their leisure time tormenting them.

Does that sound familiar? I'm sure you've observed similar behaviour —and its consequences—where you work. Ever feel like your boss's primary role is to make your life miserable? Perhaps he has too much time on his hands.
UK Civil Servants
Sapolsky's findings on stress and rank corroborated an earlier study of British civil servants. The British study, which examined the health of British civil service workers, found that low-level civil servants had higher stress levels and were more prone to illness than high-ranking civil servants despite the fact that they all had access to the same healthcare.

Extrapolating from this research we can conclude that lower-level IT workers experience more stress and illness than IT executives, while IT executives are more stressed and sickly than the chief executives. What goes around comes around!

Sunday, August 2, 2009

Do Not Neglect Your Workforce: Your Future Depends on it

IT executives are constantly challenged to retain skilled IT employees and attract new talent whilst, keeping the budget square and the cost of labour in line with recession-related staff cuts.

In the midst of all this brinkmanship, juggling and balancing, they have to remember that neglecting the IT workforce will definitely damage the long term prospects of the company and themselves.

Do not cut your staff out of your IT budget:
It is clear that the majority of organisations do not plan to add staff in the coming months. Nearly two-thirds of those asked say that IT hiring has been put on hold until the 1st Quarter 2010, and the rest said they expect to increase head count modestly, in the same timeframe and only to replace shrinkage.


The problem is that despite the need to contain costs, the greatest priority in IT departments is the need to maintain and update skills, whilst at the same time adding enough staff to help support their companies' business. This is clearly more important in times of rapid growth and expansion but needs to be taken into account.

The Biggest Piece
Consider that the HR budget is the largest part of the IT budget, one of the primary challenges for executives and HR leaders, will be finding ways to better control those labour costs while engaging and retaining the workforce, effectively.

Morale
In addition, the current trend to restrict and reduce compensation and potential benefits coupled with additional workload will continue to stress and de-moralise the current IT workforce at many companies, and IT leaders need to be aware of retaining their key talent to ensure a potential for recovery from the current recession.


It will take time for the economy to stabalise and re-establish a new normal, the impact of this recession will continue to affect the organisation's bottom line, as well as on the overall job market. This will tempt companies to consider making further cuts in workforce-related spending.

Key Skills

Additional cuts, despite the budgetary need, could be false economy or at worst, a very big mistake. Certain IT skills remain in demand despite numerous IT professionals looking for work during the downturn. Key skills areas such as Oracle, SAP (All Flavours but particularly HR), Java EE, Microsoft .Net, SOA, Java and PeopleSoft (SAP-HR) continue to be sought after.


IT managers find it difficult to fill positions for enterprise architect, database administrator, project managers, ERP programmer/analysts, Internet/Web architects and Web application programmer positions. The issue isn't about the number of candidates available for hire, but rather their quality and skill profiles.It is ironic, because these are the very skills needed to implement the efficiency driven ERP system suites that are being put forward as essential to transform organisations in a crisis.

Dilemma

Here is the dilemma for IT executives. First you need to invest in powerful ERP Systems to transform, and re-shape an inefficient organisation but you don't have the skills on board to manage it, you do not have the skills to maintain it and your budget is so restricted that it does not allow for a quantum leap in demand for re-training. Even if you did re-train everyone, once they were trained they would be snapped up by other organisations!

IT Consultants

The good news is that the ERP System are being introduced and implemented by willing outsourced IT Consultancy group allied to the company, which is great in the beginning but unless your people can quickly gain the knowledge and skills required to manage the systems, then the consultants will be with you for a very long time ,at a huge cost to the organisation.


You have to ask yourself, "Where are the savings and benefits now?" and "What's my position and prospects for the future in all this?" Discuss!

Thursday, July 30, 2009

The Changing Role of HR now and in the Future

Human Resource functions and responsibilities are changing and intensifying at a faster pace and to a greater degree than many other areas of the corporate organisation.

Once relegated to the back office and concerned mainly or exclusively with transactional processes and functions, HR organisations are taking a greater role in strategic business activities.


Efficiency remains the foundation of HR. More transactions must be completed at a lower cost, while processes are becoming increasingly complex to manage.

A typical 10,000 employee company handles more than a million employee related transactions annually, each of which costs in the region of 50 Euros.

The top 10 recruiters in Europ report that they are placing 35k to 95k employees annually. Managing the recruitment pipeline, the selection process, and the induction process is a complicated endeavour.

At the same time, however, leading HR organisations are looking far beyond the execution of HR transactions, to a more value-added and strategic focus.

These organisations are aligning human resources and workforce planning functions with the overall business strategy, to help increase profit margins and support long term goals.

The study analyses several dimensions; staffing, cost, organisational model, IT deployment, and best practice adoption. The following key conclusions demonstrate how companies are meeting today's human capital challenges;

1) As a first step, HR managers strive to optimise the efficiency of transactional processes by standardising, automating and integrating business processes, based on Best Practice process and technology models.

2) Optimising transactional processes frees up resources that allow HR organisations to invest in more strategic functions that facilitate business growth and increase employee productivity.

3) Centralising and consolidating HR operations in a shared services environment helps increase the effectiveness and efficiency of the HR processes.

4) Outsourcing, while used frequently for transactional processes, does not always drive top performance, either in cost or service quality. Organisations need to carefully evaluate the value, performance and cost benefit trade off in outsourced versus in-house service delivery.

5) Information Technology continues to provide the basic foundation for efficiency and acts as the key driver for efficectiveness and future innovation.

Leading organisations recognise that IT supports the development of many best practices and they continue to invest in IT to integrate systems, data and processes across the enterprise.

Briefly, the study finds that the best human capital management organisations are constantly re-assessing their processes, to strike the correct balance in the drive to optimise efficiency, cost and service delivery in a continually changing global environment.

Top performers in this area balance the traditional demands that drive company profits and growth and help prepare for future innovations.

Thursday, February 26, 2009

Leadership; 5 easy steps

Becoming an effective leader has been compared to being in the stock market, in a normal year. You don't make your fortune in one day; you make it daily and weekly, a little bit at a time. What matters most is what you do day after day, over a long period of time. The secret to leadership success is investing in your leadership development, much like letting your financial assets compound. The final result "Leadership Growth" over time.

Are leaders born or made, nature or nurture. The process of leadership is long, complex and has many elements. Respect, dignity, discipline, people skills, vision, emotional strength, opportunity, preparedness and experience are just some of the intangible elements which come into play when talking leadership. Calm assertive personalities.

You can, over a period of time, increase your leadership potential if you can understand and accept the five levels of leadership. They are;

Level One - Leadership From Position
This is the basic level of leadership, square 1. At this level people follow you because they have to. Your ability to lead people is totally geared to your position and does not exceed the lines of your job description or the authority granted to you by the company and your boss. Your security with the company is based on title and position, not talent. They salute the uniform not the man.

To be an effective leader at this level know your job, be prepared to accept responsibility, exercise authority with caution, assess the strengths and short comings of your people, do more than what is expected and challenge people with interesting and tough assignments.

Positional Level is the doorway to leadership and every successful leader must pass through this doorway.

Level Two - Leadership From Respect
At the respect level of leadership people follow you because they want to. The core of Leadership From Respect is that people want to know that you care and understand about them and their viewpoint (empathy). You have to accomplish this before they care about or will consider or value, what you know. People see you as a professional partner, sharing the similar goals and challenges along the way. Leadership will flourish with respect, because respect breeds lasting trusted professional relationships and therefore forms the basis for effective leadership.

To be effective at the respect level, you need to possess (develop) a genuine concern for your people. It is important that you see life through their eyes. Deal thoughtfully and wisely with, apparently difficult people. Cultivate success and make employees successful by setting them up for success. Give them an appetite for it and stand back.

Since leadership from respect is built on professional relationships, it forms the foundation for leadership success.

Level Three - Leadership From Results
People follow you because of what you have done for the company. People admire you for your accomplishments and respect your tenacity. At this point leadership becomes fun. Going to work is fun, work related challenges are seen to be opportunities for a more stable work environment and all tasks have a purpose in the minds of the employees. Good things happen at the results level. Making profit, low employee turnover, higher employee morale and solving problems with ease are some of the items that become evident at this level.

To be an effective leader at this level be prepared to initiate and accept responsibility for growth by developing a purpose and seeing it through to completion. Develop accountability for results, beginning with yourself and ending with your people. Make the difficult decisions that will result in positive long term gains while championing change as a change agent and understanding the need for and the process of change.

Leadership from results is built on admiration and respect for the leader.

Level Four - Leadership From People Development

People follow you because of what you have done for them. It is a leader's responsibility to develop their people to do the work that is expected to contribute future growth opportunities to the company and the people who serve it. People are loyal to you because they see first hand personal growth opportunities for them as well as, the company. Leadership success is underscored by a win - win scenario and a high commitment to success.

To be effective at this level place a priority on developing people. Focus your attention on the fact that people are your most valuable asset and your leadership success will depend on your ability to surround yourself with an inner core of competent people who compliment your leadership style and goals.

Leadership from people development is built on honesty, commitment and loyalty.

Level Five - Leadership From Mentorship
People follow you because they respect you. As a leader you have credibility, you may appear larger than life and your success is shown through a life of proven accomplishments. People seek you out after you have left the company because you have left an indelible mark on the organisation, its employees and its clients. Although less than five per cent of all leaders will attain this level of leadership, it is a level worth striving for.

In summary, everyone can become a good or better leader. It is important to keep in mind that the higher you want to go up the leadership scale, the longer it takes to accomplish results and the higher the commitment will need to be. It is imperative that we know what level we are on with our people, the team and the company.

Sunday, January 4, 2009

HR - New Start Integration

DIS - Dynamic integration support in a rapidly changing, cost conscious and fast growing enterprise

The dynamic integration support process will supplement and enhance the services provided by the organisations stressed-out HR staff and management team. The consultant addresses the volatile requirements of stakeholders both in the rapid uptake of candidates and in their effective integration into the new environment. The consultant decreases the time taken to assimilate new staff and embed them into the team and organisation, maximising their effectiveness and motivation throughout.


Chief Executives

Dynamic integration in a rapidly changing 'cost conscious' enterprise is able to support and supplement the HR staff in addressing the 'cost versus talent' argument by supplying focused coaching skills to candidates that may be less qualified, less experienced or unused to the new environment that they find themselves in. Free from this responsibility, the HR team can then concentrate on sourcing candidates with the greatest potential and the right motivation to grow without worrying about precision skills matching and the integration of candidates that may have different or unmatched energy levels and personalities from the incumbent team.


Hierarchy awareness and Buy-in

The DIS process also requires that the managing environment and team understand the changing team dynamics and that they are also positively managed through this period. Working on behalf of the organisation and the team, the DIS process ensures the rapid uptake of new skills and knowledge by the candidate. Supplying the provision of a mentor to manage the changes and to mitigate or resolve any risks or issues, envisaged or arising. The consultant will establish a buffer or de-militarised zone to allow the free flow of dialogue and negotiation, minimising disruption to the team’s effectiveness and to managerial goals.


Performance enhancements realised

It is vital to be able to positively manage the organisational expectations coming from forthcoming changes in staffing levels and the introduction of new skills and personalities. The organisation must maintain team and goal cohesiveness and remain focused on moving forward, not at the same pace but with greater efficiency, greater capability and rapid growth. To do this you need to increase effective integration rates and decrease staff fall-out and turnover. The loss of experience from an organisation is taking the life blood out of it, in the form of loyalty, commitment and hard-won knowledge. Thus compelling them to make the same mistakes over and over again and sustain losses repeatedly.


Finance Officers placated

By supporting the management from within, the stakeholders’ expected benefits, established goals and ROI can be truly realised and even exceeded with the correct level of coaching and mentoring, targeted at the right people, time and place.


Operational success

Left to their own devices a new candidate and the installed team will take up to 3 months to fully integrate and become truly effective to the organisation. The first 6 weeks will find the candidate isolated and floundering to find knowledge and develop new skills on his own initiative whilst the installed team circle around them, sizing and testing this new guy. No organisation can afford to wait that long for a return, especially if it is ‘disappointing’. If you are left wondering why the increase in numbers does not relate to a direct increase in revenue, we have the answers for you. We will be happy to support you. Contact me on kenwbudd@lycos.co.uk


Team integration issues - example

As a new start, it is at this time the candidate will bond with, or be be-friended by, one or some of the team but not all. This may not be with the positive thinking, forward thinking group that you would want them to join. In fact it is more likely to be with other members of the team that have become isolated and withdrawn.

If this trend continues then the team dynamics will start to move in the wrong direction, because every new candidate will be drawn to, recruited by or be-friended by, the ‘outsiders’. The team will start to experience a new division instead of an integration. A divided team is very un-focused, difficult to re-unite and the devil to manage effectively.


Cause and effect

Circumstances like this lead to overloading or repeated distraction of the next level of management, keeping them away from their core activities. Instead they find themselves increasingly involved in ‘territorial’ disputes and trivial ‘personality’ clashes. The intended growth of the organisation is diverted or worse, stalled and, because of the push on recruiting and taking on of new staff, suddenly you now have greater overheads.Unless rectified the company is heading for a self-destructive downward spiral.

Your operational managers are faced with issues that began a long time back and have now become established and possibly cultural. In the words of the Irish philosophers ‘If you were trying to get to Dublin city quickly, I would not have started from here!’