5 Critical Mistakes that Could Destroy Your Career

This is that time of the year when many of us start to review our career; this usually starts with an audit of the past year — we review our goals, what we achieved and what we didn’t, and career highlights from the past year. It is then followed by setting resolutions and career goals for the new year. While there is nothing wrong with setting goals and making career resolutions for the new year, it is important that your career plans for this new year is made with a focus on one thing: mistakes to avoid.

If you want to achieve your career goals this year and have a much successful career than in previous years, you need to avoid these mistakes. Making one or more of them could destroy your career:

1. Ignoring Relationship With Co-Workers and Higher Ups

Most people wrongly assume that their career progression depends on their IQ and academic qualifications. This is very far from the truth. While these could have gotten you a job, you will need much more than that to have a progressive career.

According to Law Settlement Funding, “By far, one of the most important things if you want to move up in your career is to have a good relationship with your co-workers and superiors. In fact, this is often reported to be more important than other factors. If, on the other hand, you are not on good terms with co-workers and superiors and you think ‘it is just enough to do an excellent job,’ don’t be surprised if you are out of a job soon enough.”

2. Not Getting Enough Sleep

Many people sacrifice sleep in the belief that it is required to achieve their career goals and objectives. Not only is this not true, but it can be very dangerous. Besides the fact that lack of sleep has been linked to psychopathic behavior (and remember, not being able to get along well with employees and higher-ups can destroy your career), research actually shows that not getting adequate sleep does not necessarily give people the performance boost they assume they are getting. Instead, getting inadequate sleep (less than six hours daily for an adult) leads to the same effect as being drunk: it diminishes your performance and reduces your cognitive abilities.

So, if sleeping less is part of your plan to achieve your career goals, it could diminish your performance and reduce your cognitive abilities. It could also lead to you making career-damaging mistakes (since you could be operating on the same level as a drunkard).

3. Diversifying Instead of Focusing

While many will advocate “diversifying” as key to success, focus is what really makes a great career. Putting a lot of focused, undivided attention into being the best at what you do will lead to you having a stronger career than diversifying your efforts and energy into a lot of things. In fact, an analysis of the billionaires on the Forbes 400 list found that the majority of these billionaires got to where they are by being focused on one thing and reaching the peak of their career in the area of their focus. If you take a look at people at the top of your industry you will most likely notice the same thing.

“Diversifying” could limit your career trajectory. It could even destroy it. If you’re an accountant, for example, you will stand a better chance career-wise getting your CPA than learning to bake as a “side skill.”

4. Limiting Yourself by Not Networking

If you want to move forward in any industry, networking is the rule of the game: networking allows you to be aware of more opportunities, to connect to more people in your industry and to know about how things work beyond just your workplace.

Don’t make the mistake of limiting yourself by not networking — not only could it limit your growth potential, but it could make you redundant and potentially negatively affect your career prospects. Instead, network by attending industry conferences and events and connecting with people in other organizations similar to yours.

5. Not Being Careful About Your Social Life

Of course, it used to be that (for the most part!) what you do in your private life has little bearing on your career. Not anymore. In the age of social media and super fast information transmission, especially where most information posted online remain there permanently, not minding what you post on social media could not only cost you your current job, but it could also cost you future jobs and prevent you from moving forward in your career.

Being careful about what you post on social media should be paramount on the list of steps you take to advance your career — ignoring this rule could affect you beyond just this year. It can affect your career prospects forever.

Source: http://bit.ly/2EV84fm 

How to Be a More Engaged Employee

The struggle is real, folks. Employee engagement is on the decline, and it’s something every employer — and employee — needs to take seriously. According to Office Vibe’s Global & Real-Time State of Employee Engagement:

The statistics don’t lie: many employees are not engaged. But it’s not just on employers — I firmly believe that employee engagement is a two-way street.

Employers should be engaging with their employees to build meaningful relationships — at my company, we send out bi-weekly pulse surveys to gain regular feedback from our employees — but employees should also show some initiative to become a more engaged employee. Because odds are, becoming engaged will make your day-to-day life at the office a whole lot more enjoyable. It might even boost your work performance!

Having personally read through hundreds of comments submitted by employees, I’ve found myself providing some of the same tips and advice over and over again.

Below are my suggestions on how to become a more engaged employee.

Provide Feedback

How is a company supposed to fix a problem they aren’t aware exists? If your company is investing in surveys and feedback tools, the least you can do is engage and provide your thoughts and feedback. And if your organization does not have these tools, request them!

Transparency is expected in most organizations today. Let your employer know you don’t understand a certain policy or don’t agree with something. If you have a great suggestion, then share it! It doesn’t necessarily mean your new idea will be implemented, but at least you can have your voice heard and be a trusted source of feedback for your employer.

If you don’t speak up now, it’s hard to complain later. Just remember, feedback is nothing without honesty —  that’s what your employer is asking for!

Ask Questions

Question your employer. Not in a rude or “gotcha” fashion, but ask tough questions. I’ve found that when an employee asks a question, and I can provide context as to why a decision was made, it benefits all parties involved. Not only do you get your answers, but you show your employer that you’re invested in the company.

Set-up a regular meeting cadence with your manager — you can ask questions, talk about your performance and set career goals. These meetings don’t have to be long, but dedicating time from you and your manager’s calendar shows how important this meeting is to your success.

Become an Ambassador

You hear a lot today about employer branding (defined as a company’s ability to differentiate and promote its identity to a defined group of candidates that they’re interested in hiring). HR writer, speaker and advisor William Tincupsimply states employer branding is “your unique scent.”

There’s no one better to help share your company’s message than you — an employee of the company. Studies show time and time again that employees are viewed as more trustworthy than CEOs and/or marketing departments, and recommendations from friends and family always rank near the top with respect to trusted referral sources.

When your employer publishes a great blog post, share it with your network. At the next company event, take some fun photos and post them using the company’s branded hashtag. Being an employment brand ambassador will show employers you care about the company, and not just yourself.

Give Back

To give is better than to receive. Whether you’re talking about presents or philanthropy, this statement always rings true. Many companies are fully on board with social responsibility and giving back to the communities where their employees live, work and play.

If your organization sponsors and/or volunteers at these events, do yourself a favor and be present. Sometimes these charitable events are after hours or are on the weekends and not necessarily convenient. However, your attendance will not only impress your employer, but more often than not, will also enrich your life in more ways than one.

No one person, or even team, is responsible for employee engagement. Every employee at an organization adds to or takes away from the company culture. We spend a tremendous portion of our waking hours at work — why not be engaged while you’re there?

Why Some People Get All The Good Job Offers

When working with job seekers, I often hear something like this, “I want to be more like my friend, ___. He’s always getting contacted about good job opportunities. His career has been one great position after another.” Then, they sigh and talk about how easy the person makes it look. Finally, they start to discount the person’s success with statements like, “He got a lucky break when he worked at ___.” Or, “He’s kind of intense when it comes to networking.” They say anything they can to make themselves feel better.

You can imagine their surprise when I say,

“Your friend isn’t lucky. He’s figured out the two most important activities needed to be in control of your career.”

We’ve all heard the saying, “Luck is where preparation meets opportunity.” It’s true, but most people don’t know how to translate that to actionable advice for their career. Until now…

If American Idol host, Ryan Seacrest can do it, so can you!

A great example of someone who has figured the two steps to a killer career strategy, is Ryan Seacrest. He has six jobs right now. He’s mastered the process I’m about to share with you. It’s not rocket science or brain surgery. All it takes is this:

Step 1: Know what your workplace personas are. Companies hire people who can solve problems and alleviate pains. After all, it’s costing them an average of 130-140% of your annual salary to employ you. Your workplace personas are how you like to create value for an employer. It’s the way in which you excel at saving and/or making them money – enough money to justify the cost of employing you. There are eight key personas in the workplace. All of us dominate in 2-3 of them. When we know our workplace personas, we can choose opportunities that leverage them. This is how people build successful track records. They use the skills they most enjoy to do the job. A total win-win.

Step 2: Consistently educate people about your workplace personas. Once you know your workplace personas and start to build a successful track record with them, the next step is to learn how to share your success with others in a way that doesn’t sound like bragging. Smart professionals know this is done via strategic networking. When you have meaningful conversations with people about problems you love to solve for your employer and discuss how you do it, you’re organically marketing your skills and abilities. The more you do this (i.e. answer questions for people, offer free advice and assistance, share how your company overcame similar challenges with your help, etc.), the stronger your professional reputation becomes. At which point, when people hear about jobs that are open and problems employers need solved, their interactions with you come to mind – and the phone calls and emails start coming in with those coveted job opportunities.

Want the best jobs? Act like a business-of-one.

The most successful small businesses build their reputations and market their services. They’re known for delivering results, which leads to an increase in referrals. You’re a business-of-one, which is the smallest type of small business. That means, you have to be even more vigilant about building your reputation and marketing your services – or suffer the consequences. Gone are the days where you could just keep your head down, do a good job, and stay with a company for 30 years. Today, you need to always be growing your skills AND letting people know about your growth. Otherwise, you will find yourself at the mercy of the job market.

Stop envying your peers and start doing what it takes to be the in-demand professional you long to be known as. Especially, now that you know how to prepare so opportunity can find you!

Source: http://bit.ly/2kv1N3N

Here are the list of mistake students make in their resume

Following is a list of common mistakes students make in their resumes. Have a look and see how many of these errors (if any) your current resume contains. You may correct them now or in subsequent chapters.

Tip

These mistakes have been identified and listed as per what is generally expected in a professional resume in the industry. There may be cases where you may have to follow the guidelines issued by your placement office or recruiting company which may be contradictory to what is written here. In such situations, you have no choice but to follow what is asked by them.

1. The resume file is not named properly:

Have you named your resume file as resume.doc or cv.doc or something similar? This is not only unprofessional but also makes it difficult for a recruiter to identify your resume once he downloads and saves your resume to a folder (Think what will happen if all the applicants’ resumes were named as resume.doc inside that folder).

Correct practice to name your resume is First Name Last Name – College Name.doc. For example, if you are Rahul Rana from IIT Madras, you can name your resume as Rahul Rana – IIT Madras.doc.

Also wherever possible, always send your resume in PDF format – looks very professional.

2. The resume runs into 2 pages or more :

While there is no set rule that your resume necessarily have to be within 1 page but more often than not students’ resumes run into multiple pages either because it contains too many irrelevant details or because the space has not been utilized efficiently. If your resume is more than 1.5 pages long, get your scissors ready. Remember, if Steve Jobs can mention what he did in one page, so can you!

3. Resume follows a 2 column structure :

At times, a few students make their resume in a 2 column structure. Please don’t. Stick to a one column structure as provided in sample resumes. Two column structures make the reading extremely difficult for a reader as it becomes difficult to decide which column one should focus on. Plus it is highly space in-efficient.

4. Your resume contains logo of your college :

There are a few colleges where Training & Placement cells make it compulsory that you put your college logo on top of your resume – in that case you cannot help it. But otherwise, or when applying off campus, you do not need to include the logo and make your resume unnecessarily bulky. Remember, your resume is your advertisement,not your colleges. If you have your college logo in your resume for no reason, delete it NOW.

5. Your resume contains your photograph :

Again, not required, if you have it in your current resume – please remove it. There is absolutely no need of a photo in a resume unless you are applying for a position where how you look matters such as aviation, hospitality, media,films, modeling etc. Else it is quite an outdated practice and unnecessary bulks up your resume file..

6. Your resume contains a very generic Career Objective statement :

If you have a Career Objective listed in your resume, does it read something like this?

“To experience the challenges of a working engineer in a healthy but competitive environment of industry, enabling to extract the best out of me which is conducive to learn and grow as professional, thereby directing my future endeavors as an asset to the organization”

These kind of copy pasted and generic statements serve no purpose other than making it clear to a recruiter that you have no idea of what you want from your career. You should either have a very specific objective statement outlining your interests or have none at all (yes that is OK). An example of a good Objective statement is given

below –

“4th year B.Tech Computer Science student at IIT Madras with excellent academic record and keen interest and practical exposure in the field of information security, especially web applications security.”

7. In your resume, things are not listed in reverse chronological order :

Look at your Academics, or Projects, or Internships, or Co/Extra Curricular section. Does it contain information in reverse chronological i.e. most recent first order? Yes, in each section, you should mention the most recent activity/achievement at the top and the least recent at the bottom. The reason being that employers are most interested in what you have been upto recently and you should make it easy for them to find out that information. If you have written it any other way in your resume in any section, please correct it now.

8. You have mentioned each year’s/semester’s GPA/% Marks in your Academics section :

Not required, just mentioning aggregate marks/CGPA is enough. For example, if you have completed six semesters of your B.Tech degree, you do not have to write each semester’s GPA; aggregate CGPA at the end of 6th semester is enough.

9. You have listed all the courses and labs that you have done till date :

Not required, strike that section off please. At best list 2-3 most relevant courses along with your grades in those courses (if grades were good). If an employer wants to know all the courses that you have done till date, he/she will most probably ask for an official transcript anyway.

10. You have included knowledge of Windows in your Technical Skills section :

Please don’t. It’s like saying you know English alphabets – it’s that common.

7 Questions – How do you create clarity in your job and those of your employees?

The importance of a good employee-manager relationship:

The manager-employee relationships are vital for organisational effectiveness and efficiency.

Q1 Why is what I do important? Q2 What am I accountable for? Q3 How is my performance measured? Q4 How am I performing? Q5 What am I doing to improve my performance? Q6 What support do I need from my manager to improve my performance? Q7 What is in it for me, if I do great, good, average or below expectations?

Why is this relevant and important?

Despite it being basic I have experienced over and again that it does not take place and often it is only performed half-heartedly and this gives rise to several challenges.

Firstly, that the employee leaves the company due to a poor relationship with the immediate manager. Several studies show that the most often quoted reason for leaving a position is the relationship with the immediate manager.

Secondly, the performance or output from the employee is not optimal compared to what it should be.

Thirdly, a poor or less optimally performing employee has a less than optimal effect on the people and processes in the company.

Fourth, you can probably add to the list yourself, but the above mentioned three should be adequate cause for action.

The above outcome is bad for the company as well as the employee, hence worthwhile to ensure that employees and managers jointly have a good understanding of the job and their respective responsibilities this regard

The below outline is compiled of what I have picked up over the years from inspiring people, leaders I have come across and especially some bright HR people in Maersk Line and I have tried to apply the principles in my own work life, both for myself as well as for the people in my responsibility and I hope you find some inspiration either in your role as employee or as a leader.

Please note this is all about structure, not the interpersonal relationship on how we relate and communicate. Without respect and earned trust all structures come to naught, but this structure creates a culture of alignment and communication at the employee-manager level.

The work and job relationship description consists of seven (7) questions surrounding job purpose, responsibilities, measurements, feedback and managing expectations and outcome.

 Question 1 – Why is what I do important?

Always start with the WHY! Clarity of purpose is critical for motivation and can be used for guidance, when in doubt how to act.

The most important place to start is to ask and answer WHY is the job important to yourself as an employee. Someone may argue that the job is for the company’s sake and not for the employee’s sake, but I think the feeling of meaning, of purpose in one’s job is important for all people and most organisations desire employees with motivation. And frankly, getting up early every morning, commute to work, spend a large portion of your life working; it better be worth your while.

So, why is your job important to you? Is it just the money? Probably not, only you know. Is it a sense of belonging, an opportunity to learn new skills and develop as a person, opportunity for promotion and further development, the creation of good relations, meeting exciting people? Only you know – or do you? For many people it is necessary and a source of joy to belong to a group of people and we must not underestimate the importance of the social relationships in our teams.

Why is your job important for the company? Do you ensure the customers are more than satisfied? Or do you ensure that the people servicing the customers can do this well? You can also ask “What happens if I do a bad job?”, some people, maybe your nearest team-members, rely on you to do a good job or even a great job.

As leaders we work on ensuring the company vision, mission and strategy are clear and understood by all employees and that is very important. But, sometimes we forget to operational this at an employee level, and that may be cause for confusion, uncertainty or even discontent, especially if the employee feels there are discrepancies between the overall vision or strategy and his/her job.

This question is not the job description, but the answer could form the the introduction to the job description.

Question 2 – What am I accountable for?

 This question covers the activities that encompasses the job, the required output and the necessary output, perhaps some quality requirements and timeliness. Processes or systems, which the employee is responsible for, and also important relations inside the company or outside.

Matters that will often be described in the job description if such is available.

This is probably the first a new employee is informed about, since it covers what the employee is doing on a daily basis (or weekly, or monthly, or whatever is described), however, even if an employee has worked in the job for a longer time, it might still be worthwhile to revisit this once in a while.

 Generally a job description can include items such as:

  • Responsibilities
  • Tasks (Example: Prepare monthly reports)
  • Specific tasks (Example: Prepare monthly report for submission by 3rd working day of the month, and as a minimum include information on XXX and YYY, by using information from System ZZZ)
  • Hierarchical relationships (Example: This position reports to Director of Finance)
  • Requirements (The position requires specific knowledge about Danish Accounting standards and IFRS regulations)

It is important that the employee is fully aware of what his/her responsibilities are and at the same time it is important that the job description does not become a straitjacket, but has room for initiative and flexibility in line with changing requirements in the job and the organisation.

When an employee has served a year in a new position, the initial job description is likely no longer complete in relation to what the employee is actually doing and as time goes by the original job description becomes outdated, and as such it makes sense to revisit the job description from time to time.

Question 3 – How is my performance measured?

Or put in another way: “How do I know when I am doing a good job?”.

Do I have some measurable deliveries? For instance some KPIs? Something with timeliness or accuracy. Are there means to measure the quality of my work?

What am I measured on – Quality of my work – Efficiency – Innovation – Adherence to company values – Helpfulness/Being a team-player?

Am I responsible for some large projects to be delivered, by a certain date, within a specific budget or otherwise described.

Can my deliverables be described in relatively short sentences, which describe a future desired state?

How can I ‘objectively’ identify the level of my performance. Inside myself I know my effort level, but how do I know if the hard work results in the right performance?

Some organisations set targets for the following year, however, since the environment and the work tends to change over time, similar to the job description, as mentioned above, then sometimes the targets loose relevance or the targets are fulfilled already mid year, perhaps the projects were easier to finalize, and as such it is important that new targets are set.

Question 4 – How am I performing?

It is one thing to know the responsibilities and the required activities, as well as the expected output, the performance. It is another thing to assess how things are going. Am I performing? And how well am I performing?

The employee has an opinion, but so does the manager, and alignment facilitates a good dialogue.

Firstly, the employee must ensure to form his/her own understanding on the level of performance. Firstly by considering how the performance is measured and whether he/she meets the targets.

Secondly, it is also important to get feedback from the manager to assess the extent of alignment of the employee’s opinion and the manager’s opinion.

One thing is the personal performance, but also in the larger scheme of things, “are we delivering as per the overall purpose?“. For instance the employee delivers well on all personal targets, but overall the department is not meeting its targets, for instance within customer satisfaction, then that needs to be addressed jointly in the team and with the manager. Maybe the targets, or even the tasks, do not properly contribute towards the overall goal, and this must be addressed.

Sometimes there will be a difference in opinion. The employee thinks that he/she has made a stellar performance, whilst the manager will regard it as average. That has got to do with differing expectations or lack of clarity in either responsibilities or performance measurement or reviews. An on going dialogue is the most effective way to manage expectations and create clarity.

Do you get regular and clear feed-back from your manager? And how? Regular feedback is critically important for most employees in order to ensure to manage expectations and create alignment on targets, activities and behaviours.

Question 5 – What am I doing to improve my performance?

We can all get better at what we are doing, and we should strive to improve – for our own sake. So what am I doing to improve? In some cases it is a matter of working harder, going the extra mile so to speak. However, in most cases it is a matter of working smarter, not harder.

So, how do I reflect upon my job, my tasks and activities? Can I do it differently, more effectively? Do I need new training? Do we need to change the process, can we get the person who makes my input to make some changes and thereby make my job better? Can I do some changes in my output which is improving the work of the people who uses my work?

You can argue that any employee has two jobs – the current job plus the job of continuously improving the current job. In some organisations that is already included in the job description and measurements.

Question 6 – What support do I need from my manager to improve my performance?

One of the manager’s most important responsibilities is to ensure that the employees can perform and continuously improve their jobs. This requires that the employee has the right competencies i.e. the right skill-set and training to perform the job. But also the right environment, tools and support. Example: If there are challenges in getting the right input from another department, and the employee has tried in vain, then the manager must step in and take action and help to get this sorted.

Sometimes it is easy to help employees to improve performance, say an accounting employee spends a lot of time reconciling, then two computer screens may be a big facilitator in improving performance and perhaps job satisfaction. But it can also be more complex and requiring cross-functional process changes. For instance if an AP employee spends time on locating the purchase responsible on incoming supplier invoices, the solution may be to get the purchasing functions to inform suppliers to put purchaser’s name or department on the invoice.

Question 7 – What is in it for me, if I do great, good, average or below expectations?

The answer to this question is linked to the very first question i.e. Why is what I do important (for me)?

A pay-check is one answer and continued employment could also be one. Some jobs have bonus and incentives assigned depending on job performance, and some companies base salary increments on past performance, so money is one lever that companies use to try and secure best possible performance, although a number of studies show that there is no link between incentive and performance, but that discussion is not the purpose of the article.

Clearly, personal fulfilment from the feeling of doing a good job is important for most employees, but the positive recognition from management and peers is also a motivator for most people.

There may also be opportunities for promotion either into another position or by getting more interesting and challenging tasks and activities in the current position. Both may come with company supported education and courses, which may improve future employ ability and improved CV.

The above primarily goes for above average and great performances. If on the other hand the performance is below expectations and below average, then both management and employee need to do some soul searching.

First consider why the employee is performing poorly. Assuming all the preceding questions have been properly asked and answered i.e. purpose is clear, responsibilities are clear and performance requirements are clear and aligned, then have a conversation about why the performance is poor. Is it lack of skills, poor cooperation in the team, bad attitude on behalf of the employee or something else. On the basis of this it is the manager’s responsibility to put actions in motion to improve the situation, as also clarified in a previous question. However, sometimes it ends up with letting the employee leave the position.

Conclusion

For the employee it is important that the “Why this job is important for me?” is fulfilled. If it is not, then nobody gains and it is a lose-lose situation, because an unsatisfied employee is bad for business. So even if all 6 preceding questions have been asked and answered positively, and the manager has maintained a good feedback loop there may still be dissatisfaction and sometimes it is because the employee changes opinion in terms of what is important, but it can also be matters beyond the manager’s sphere of influence, so the above 7 questions do not solve all things, but it is a good start.

From a managerial perspective I venture that the 7 questions form a strong framework for focused employee-manager conversations, and it will work whether you have weekly, fortnightly, monthly, quarterly or annual one-to-one conversations, appraisals, performance reviews or whichever label is used in your organisation. The more frequent the conversation, the more emphasis on questions surrounding the actual performance, but do not forget to bring the other questions into play now and again. The conversations shall consider the employee’s seniority, maturity and competence into consideration, as well as attitude, as is the point of situational leadership.

Whatever you decide as manager, make sure to schedule regular meetings and stick to it, even if there is very little to review, you can always benefit from getting to know your employees a little bit better, so use the framework. You do not want to be in a situation where you only have a conversation with your employees, when there are problems.

Further Reflection – Is this all there is to good people management?

Is this all there is to it? As said above it is not. This is just one tool in establishing a structure towards an effective dialogue in the employee-manager relationship, and a model for analysis of your work-life or the work-life of your employees, which can create a foundation to build on. Other steps deal with creating strong and trusting teams and of improving one’s own leadership towards transformational leadership.

Several thinkers claim, that in order for people to be truly happy at work, three fundamentals must be achieved for the individual – Purpose, Hope and Friendships. This speaks to purpose of company and organisation and individual and the opportunity to improve on the individual’s situation and the social aspects, the sense of belonging.

As an employee what is your take on the 7 questions? Can you answer these for yourself and does it make sense for you? Is there anything you will change from now on?

As a manager what is your take on the 7 questions? Have you ensured that your employees have clarity of purpose in their roles, the employees understand how you evaluate their performance and do you perform regular feedback to the employees? Is there anything you will change as a result? Or do you subscribe to a different way of managing the important employee-manager relationship?

Competition Or Collaboration: Which Will Help Your Team Produce The Best Results?

It’s a question C-suite executives are asking with more frequency — perhaps because reported rivalries among White House staffers have them wondering about the most effective approach for their own leadership teams. Does encouraging rivalry result in everyone bringing their A-game?

When the executives I work with ask me this question, I answer by sharing a story from my own personal experience.

At one point in my career, I worked for an organization where the CEO created intense competition among the leadership team. He even hired two people to do the same job and didn’t tell them. His intention was to decide which one was best and to fire the other.

Did the tactic work?

Hardly. Instead it created a culture of back stabbing, in-fighting and resource hoarding. No one on the leadership team trusted each other. I watched talented people walk out the door, and then I did the same.

If you want to create a culture that will produce breakthrough results, collaboration trumps competition by a long shot. You want people to understand what their individual strengths are so they can pool those strengths and move toward a common vision.

Once collaboration is in place, people are much more trusting of each other, more willing to stretch themselves and more likely to create amazing results.

The opposite happens when competition starts showing up. People hoard systems, information and support staff. They’re less likely to share all kinds of resources — physical and intellectual. Those who see solutions for problems don’t share them until they can be sure they’ll get the credit. It’s impossible to get to the best ideas when people refuse to share and work through thinking together.

When competition is in play, people don’t trust each other enough to authentically create stretch goals that will enable everyone to grow beyond where they are now.

If you sincerely want a group of people to be high-performing together, you don’t want to create a culture of internal competition within the team.

That being said, I have seen other organizations who use healthy competition between teams to produce cutting-edge ideas. In these cases, two or three teams were charged with doing the exact same thing. They knew the other teams existed, but these teams didn’t share resources (budget, people or ideas) across the groups. Each team wanted to get to the end result on its own to be the winner.

This kind of competition between teams can create an intensity that generates powerful results for an organization. When you do this, you need to be transparent, and you want to clearly establish that they’re all working toward the same goal that will ultimately benefit the whole company and everyone in it. It’s also a good idea to let people know ahead of time that those teams will be shuffled up into new groups when the competition is over and then everyone will be expected to share best practices with each other.

Ultimately, you want to create a workplace culture where people freely share information, opinions and perspectives. The best way to achieve that is through building trust and emphasizing collaboration, not competition.

Source: http://bit.ly/2x1ASPH

Why Companies Opt for Recruitment Agency?

recruitment agency helps job seekers find employment,while also helping a company find the perfect person for the job they are advertising.

Companies will hire a recruitment agency so that they do not have to sort through, possibly, hundreds of applications for a job. These days, there are more and more people applying for the same position and companies do not have the time to sift through that many applications. They will therefore hire a recruitment agency to take care of this part of the process and to whittle the number of candidates down to a manageable level. Business owners and executives do not have the time and, in many cases, do not have the skills to find the perfect candidates, so outsourcing to a recruitment agency may be the best solution.

There are a number of benefits to using recruitment agencies for employers and potential employees; below are just a few:

  • Using a recruitment agency saves time. The hiring process can be very time consuming, and especially the initial stages of sorting through applications. With so many people applying for the same position, it is understandable for a company to want to avoid this part of the process. Running a company is time consuming enough without having to take time away from this to sort through large numbers of CV’s and application forms. Giving a recruitment agency the task of creating a shortlist of candidates for a position in a company is good business sense.
  • Some companies will use one recruitment agency to find the best person for their available position and will not advertise anywhere else. Failing to use recruitment agencies means that some candidates will not see these fantastic job advertisements and may miss the opportunity to work in a fantastic company with an excellent package.
  • Not only will recruitment agencies have the best jobs, they may also have access to the best candidates. Companies will benefit from the fact that a recruitment agency may have some of the best talent already registered on their books and it could mean finding the perfect candidate sooner rather than later.
  • There are many levels to the hiring process, including sorting through applications, interviewing, screening, and reference checks. A recruitment agency can take care of all of these steps bar the actual interview. By passing these processes to the recruitment agency, a company can ensure that it does not have to worry about calling previous employers for references or checking up on qualifications, etc. These jobs can all be taken care of by the agency before the interview, and that will give the employer peace of mind that the person they are interviewing has already passed the necessary checks.
  • A recruitment agency will want to make sure that the person they recommend for the position is the best person for the job. They will therefore be meticulous in their vetting process and will only choose candidates that they feel will do the job to the best of their ability. This gives employers the security that the candidate should be a good fit for the company.
  • A good recruitment agency can be used repeatedly for available positions within a company. Once they have found a successful candidate for a company, the company will feel confident that they will be able to do so again and it will take the worry out of the process. It means that when new positions become available, the agency will have the details they need and can find the perfect candidate as soon as possible.
  • Good recruitment agencies will work with both the client and the candidate and will try to help the candidate to make a good impression on the potential employer. This can be hugely beneficial to job seekers who are nervous about their interview.

Locating the Best Recruitment Agency

When it comes to recruitment in Inverses, HR Recruitment Services have access to some of the best positions and the best talent. We can help job seekers find the perfect position and can help employers to find the ideal candidate.

Source: http://bit.ly/1M2goIG

Your Company Has A Purpose, But Do You?

If you’re in HR, marketing or any leadership role, you hear it all the time: Your company needs to articulate its purpose. Simon Sinek gave his popular TED talk on the subject in 2009. To date, the video has 33 million views.

LinkedIn and Imperative released a global study on the topic just last year. And a quick Google search will yield a ton of articles covering a different piece of the purpose pie every day. Yet there’s a sliver that deserves more attention.

How does your personal purpose align with the purpose of the organization where you work?

Working at an entrepreneurial agency, I have been able to explore many areas of business over the course of my career and became involved in different passion projects along the way. I have always gravitated towards internal operations and people work — even though I started out in client service and public relations — but I never had a guiding purpose or beacon that led me (at least not that I was aware).

It was working fine for me until five years ago, when very unexpectedly, I lost my younger brother to suicide. I can’t begin to express the tragic and gut-wrenching time this was, nor the difficult months and years that followed.

After this, I questioned everything: How did this happen? What if it happens again? How can we talk about these issues more openly as a society? In my family? At work? How can I better help the people in my life?

The seemingly endless barrage of questions follow me to this day, and probably will for eternity.

It’s that last one that really sticks though: “How can I better help the people in my life?” I ask it every morning, night and moment that my brain quiets.

I am driven to better serve the people around me so they can be more aware of the opportunities they have and can create for themselves, as well as to be a solid supporter for them when they’re troubled.

That’s my personal purpose.

My company strives to be a great place to work where we do great work. It’s a place where employees can be themselves, take on challenging assignments, and have fun while they succeed together.

Happily, there was alignment between my purpose and what the company needed. I was able to transition my career into human resources, where I am helping to shape the experience people have when they work here.

It took a tragic awakening for me to set my life on a more purposeful path, but it doesn’t need to be that way for everyone. What it does take are attention and intention.

If you don’t yet have a defined purpose, think about the following:

  • What are the questions you ask yourself over and over?
  • What are the best projects you’ve worked on? Why?
  • Why were they important to you?
  • What gets you excited to come to work?
  • What brought you joy at – and outside of – work today? Why?

For two weeks, keep a journal to answer these questions. Review to see what resonates and what themes emerge. You can start to identify what you enjoy, want more of and desire to solve. With that in mind, you can look at your company’s purpose to determine if there is or could be alignment.

As you assess the connection between your personal purpose and the company purpose, consider the following:

  1. Look at shifts to your current role. Identify pain points in your company that are connected to your role and are aligned with organizational/personal purpose. Put your hand up and make your case to help or lead an initiative in that area.
  2. Explore new roles in your organization. Like me, you may have a calling that fits your personal purpose and helps the company, but you’re not in that role just yet. Speak with HR or a trusted manager to apply for another opening. If there are no relevant positions, get creative and see if there are steps you can take towards a new role. Maybe it’s shadowing someone in that role now, sitting on a new project committee or developing your own solution to an existing challenge. Sometimes expressing your interest is enough to open new doors.
  3. Acknowledge the round peg/square hole. If you’ve reflected, looked for alignment and sought connection, and it’s just not there, that’s OK. Be real with yourself, and if you can, with your company. At our firm, we have the utmost respect for people who say our company is not for them and are open to helping them find a better fit. If you’re not able to have this open conversation in your company, all the more reason to move on. This is the nature of business, and there is something better and more fulfilling for you out there.When you take a purposeful look at purpose – your own and your company’s – you may be surprised at the meaning you will add to your day, career and future. Worth a shot, no?

Seven Ways To Change Your Hiring Approach

For employers in New York, October 2017 marks the beginning of the ban of the dreaded “salary question” — that is, it will soon be illegal to ask job candidates what their current or most recent salary is when they apply for a job. In Massachusetts, this same law will go into effect next year, and several other states are considering similar legislation.

This measure is good news for both sides of the hiring equation: Candidates won’t be judged or underpaid based on their previous employer’s salary standards, and companies can ensure that they’re hiring the best talent at fair market value, without unintentionally (or intentionally) discriminating against anyone.

But some employers still do ask about salary in job interviews, and if you’re one of them, there’s a good chance you may have to reevaluate the way you value and compensate certain roles. 

The team has asked seven members of the Forbes Human Resources Council to each share one tactical change HR departments can make to ensure they’re not only in compliance with the law, but compensate their teams more fairly.

1. Focus More On The Value of Talent:

When it comes to determining salary, hiring managers sometimes focus too much on the immediate impact on payroll and the bottom line, but compensation should focus more on the talent and experience of the individual, the uplift they will bring to the company and the salary figures for comparable roles in the market. Being competitive in the hiring market means investing in your team. 

2. Use Validated Market Data:

Asking a candidate about their salary history is a surefire way to underpay an employee for the job or discriminate, even without realizing it. Validated market data should be used to set the salary range for your position, then you should pay at market. Many factors can manipulate the reason someone was paid differently before. Benchmark your job, then pay employees what they are worth!

3. Analyze Your Costs And ROI:

HR should think like a business owner analyzing the costs and ROI of a major acquisition. In this case, it’s talent acquisition. This means we gather and analyze data: salary market data, economic data for the market to be hired in and impact of unemployment data on the hiring process for the area. When speaking to leadership, utilize the data and your analysis to make compensation recommendations. 

4. Focus On Salary Expectations, Not History:

HR and hiring managers will need to focus more on salary expectations rather than salary history. Although employers can no longer ask job candidates for their salary history, they are still allowed to ask the candidate for their desired salary. HR will need to re-evaluate their application questions and provide proper interview training for managers to avoid litigation.

5. Match Offers To Skills And Competencies:

Excluding salary histories will force us to know fair market value for roles and match offers to skills and competencies rather than salary history. We may offer some more, we’ll offer others less (and they may decline), but we’re more likely to build teams where compensation and skills are aligned. That’s a step toward ensuring the best employees are rewarded the most for their contribution.

6. Determine Every Position’s Value:

When the law takes effect in October, HR will be required to determine each open position’s value to the company. This will take additional effort on the part of HR departments, especially if they are struggling with constructing effective job descriptions. Then the salary is based on the candidate’s qualifications, past experience and demand for filling the position, rather than on salary history.

7. Take A Holistic Approach To Meet Company And Candidate Needs:

It means we have to change our talk track and adjust the way we discuss compensation, by having holistic conversations about the targeted compensation range for specific positions while also ensuring that the range meets the needs of the candidate. A candidate’s past salary history is not indicative of what they are worth; it’s more about what the market compensates for a particular position.

Source: http://bit.ly/2eVnrMd

This technology is helping firms in speeding up HR functions..!!

 

A senior manager at lnMobi recently received a popup alert on his computer screen to “catch up” with Ruchi, the company’s newest recruit.

The mechanism, which sought to ensure that the employee could get immediate access to him, is being increasingly used by companies to help human resources managers speed up some routine functions.

The technology being used is a Chabot, a computer programmer designed to simulate conversation with human users, especially over the Internet.

HR companies casually refer to this as a friend who chats with you and helps you with tasks such as booking a flight ticket, reminding you to punch in for your attendance, sending a note to your newly joined team member or even training you for the next job interview.

Besides InMobi, which plans to roll out this function across the company by April, Yes Bank is looking to introduce it by the end of the year. With this, employees can get quick information on compensation breakup, leave, policies and benefits, as well as ask questions that can be answered immediately.

The next step will be for Yes Bank to develop this into a mobile-led application for employees to access anywhere.

“This will reduce the pressure on HR teams as employees can get the information they require without having to personally go to someone for it,” said Ritesh Pai, country head of digital banking at Yes Bank.

Some chatbots can help with employee performance reviews and recognition, and engagement while other applications can simplify the recruitment process through artificial intelligence or even help manage complete on-boarding flow for the new hires through a bot interaction.

“HR chatbots are more like an automated virtual assistant that helps offices and businesses automate critical time-consuming tasks, thus saving them huge money and leading to greater time efficiency,” said Siddharth Shekhawat, co-founder of Engazify, which has developed such a bot.

BankBazaar, which has been using chatbots in its main business for a few months, is now looking to extend it to its employees so that they can raise questions and concerns straight to a chatbot instead of the HR team.

The company wants to resolve issues as quickly as possible, thereby minimizing the 24-hour window of query solving.

“We will test this chatbot with a few employees before rolling it out company-wide towards the end of March,” said Sriram Vaidhyanathan, chief human resources officer at BankBazaar.

This kind of a bot will help HR functions quickly gain scale for a number of routine tasks.

“It will help us collate scores of manager assessments, for instance, on a monthly or quarterly basis and the managers can see by their scores what percentage of people are satisfied or dissatisfied with them,” said Kevin Freitas, HR leader at InMobi.

Hyphen, a company that also designs chatbots, is in the early stages of deploying its bots in companies such as InMobi.

“This will help in real-time management of employees and that will be the next big thing in HR. In the modern workplace, listening to employees once a year just wouldn’t be enough,” said Ranjit Jose, co-founder of the real-time employee engagement solution for co-workers to share their opinions.

This will unlock for HR managers easy access to a range of information and empower them. The next step is for chatbots to integrate with apps and that will enable an even wider application.

People Strong’s Pankaj Bansal said the company is prototyping its bot, which will take care of transaction-related work in HR. It will include any logging of information using a paper and pen by an HR manager and replace it with a chatbot.

In India, Bansal said, the number of organized workers using HR functions will increase to 100 million in the next three years from 30 million at present. By 2020, he said, 30 million Indians will be using chatbots.

BankBazaar is already seeing the benefits of using chatbots. The company has seen a massive improvement in efficiency of managers and speedy resolution of HR-related queries and concerns without making a huge investment, executives said.

Source: http://bit.ly/2nDe3Ar