Corporate Health

1. Executive development must aim to shape new leaders...

2. Downturn is a time for introspection
3. Don't let your machines mess up customer delight.
4. Complain but do not make it a habit.
5.

Why Organizations Do Employee Performance Evaluation

6.

1.Executive development must aim to shape new leaders...

The only way organisations can thrive and meet business demands is by having the right
leaders.
Tiny startups have grown into gigantic enterprises because of the leadership qualities shown
by its executives. Many still believe that leadership is a built in quality for some. That may
be the case more so in exception.
Today organisations are investing heavily in training their potential leaders so that the
organisation will continue to grow and be recognised by people both inside and outside as a
truly preferred place to work. They want to transform the culture of organisation where it is
employee friendly, without hierarchy and also create wealth for all the stakeholders.
Executives are required to turn challenges into opportunities. They need to build highly
effective teams and deliver in shorter turn around times. They are required to constantly
devise strategy to meet market demands and at the same time keep operational activities
moving.
Executives now need a broad vision, quick decision making capabilities and talent to
implement those decisions. Organisational experts Paul Hersey and Kenneth Blanchard
define leadership as working with and through others to achieve objectives.
This aspect is what makes a leader stand out. While technology and skills may be available
in plenty, it is the extra ordinary qualities that the leader exhibits makes today's
organisation successful.
The command and control structure has no place now in the management of enterprises.
The whole organisation is a team. Executives need to be trained in managing people as they
go up the management ladder.

The leadership qualities of the executives determine how the workforce relates to the
organisation. Inspiring leadership makes every employee feel that he/she is more part of the
family rather than an organisation.
While executive programmes may focus on developing new business strategy for global
operations and ways to maximise return on investment, they must also help executives
become leaders for the future.
Jack Welch often quotes these principles in reference to leadership:
An informal atmosphere is a competitive advantage.
Make sure everybody counts and everybody knows they count.
True test of self-confidence is the courage to be open.
Rigid organisations cannot foster fresh ideas and innovation. Innovation comes when
employees have ownership of their work. They would like then to experiment and bring new
ideas to in to play.
When the last lathe machine worker is recognised and appreciated for his contribution, he
feels being valued. Being respected gives him a sense of pride. This factor of pride makes
him put in better efforts.
When leaders have self-confidence they can be open. Policies will be transparent.
They will be able answer any question without hesitation on hiding facts. Transparent
organisations command the respect of other stakeholders in society such as suppliers,
customers and contractors.
Leaders may follow different styles, but leadership is mostly about behaviour.
There are several qualities that are required of a leader but the most significant are
commitment, integrity, honesty, humility and courage.
When leadership qualities are developed in executives the organisation becomes vibrant and
people become more committed to their roles.
The executives must test what they have learnt in such programmes. They must put their
knowledge to work.
They must not get back to the old way of functioning. Unless they leverage their new gained
insights to solve problems, new solutions will never be tested.
Managers must also take their team in to confidence. They must explain the approaches
they have learn to solve problems or improve process.

Together they must implement the new methods. Each member must be able to give
feedback to the manager. The team must analyse the results and improve their working.
This cooperation may in fact result in getting newer approaches to dealing with various
issues that arise without notice.
Leaders always encourage others to learn, know and implement new ideas. They become
facilitators for others to accomplish their goals. Such leaders inspire and motivate other
members. Such organisations will prosper and become examples for others to follow.

2.Downturn is a time for introspection

There is opportunity in every adversity and the present recession is no exception. This
downturn offers the chance for companies to think of new ideas, reinvent strategies and
rethink on their long-term goals, which will have a positive impact on the business once the
recession ends.
The usual reaction of organisations is to retain their present business, maintain a low profile
and put marketing strategies and innovative ideas on hold. But this is precisely what experts
advise against; they claim that such an approach will make them miss opportunities for long
term growth. In fact companies like Microsoft, FedEx, GE and Hewlett Packard were started
during previous downturns and are doing enormously well even now. They were started
with a strong faith on the products and were based on sound business practices.
In their zeal to achieve short-term objectives, companies may lose sight of their future goals.
The fact is a downturn offers the best opportunity to consolidate their position. Bold and
farsighted managements realise this and use this time to increase their market share, find
the best talent or introduce new products and services that will enhance the company's
reputation in the long run. They believe these are the best times to enhance customer
loyalty, build the business and gain competitive advantage over rivals.
Research studies have found that companies which focus on core strengths, customers and
on increasing managerial efficiency and maintaining their prices at competitive levels are
well equipped to reach the top once things pick up. Such an approach requires courage and
conviction.
Though an organisation may be tempted to execute layoffs, cut costs, put recruitment on
hold and postpone the launch of new products, things which most of its rivals would be
doing, it pays to be a little patient and watchful. Though there will be a need for some cost
cutting, there are some aspects, which will need focus and also provide a return on
investment in the future. For instance a stronger focus on advertising especially at a time
when rivals are maintaining a low key will not only increase visibility of products but also
increase their sales now and later when things are better. Intel launched its Intel inside'
campaign during the downturn in 1990-91 and the dividend paid off, it is the world's leading
computer chip maker today.
Some companies resort to cost-cutting measures across the board, rather there has to be an
intelligent trimming of costs. Management experts like Ram Charan insist that areas like
product development, innovation and brand building and marketing need continued focus
and any cost cutting in these areas would affect the bottom line.

Though such investments during a downturn may affect profits or put a dent on an already
thin budget, it pays to focus on these areas because these are investments for the future and
will definitely pay off in the long run.
Experts opine that cutting costs in areas like manufacturing, administration and
supplementary product lines not related to the main business will not affect the company.
Another strategy is to reduce costs by making processes more efficient or building relations
with key suppliers.
An intelligent cost cutting strategy requires insight and knowledge on the part of the
management. They should be aware of how and where the company spends money, its
strengths, how its products and services are perceived as against the competition and their
standing in the market.
Some companies resort to rampant layoffs during a recession, the repercussions have a
telling effect on the company's bottom line. Those who have escaped the axe live in constant
fear of when their turn will come, consequently their focus and dedication to work suffers.
On the contrary layoffs have to be done in a planned, prudent and thoughtful way, if
employees have to continue working with the same enthusiasm. Also proper communication
with employees is vital in such times to retain their loyalty.
Hiring takes a backseat during such times, whereas this may be the best time to find the best
talent. It is an employers' market during a downturn because the supply is more than the
demand and the best talent is out there looking for work and are ripe for the taking. It is also
a good time to look at hiring the best employees from rival companies, they may be
disillusioned with their employer or their job security could be uncertain which makes them
willing to take a job even if it only offers a slightly bigger pay packet. Managers can look at
hiring for positions for which the right match was difficult to find earlier.
A recession need not necessarily be a time to lie low, cut costs or jobs; in fact it can be a time
for introspection, shifting the focus on long-term strategies and think beyond survival
measures. Rather this could be the best time to make smart, intelligent moves and seize the
opportunities on offer.

3.Don't let your machines mess up customer delight

When you call up the customer service number for your bank account details, a credit card
payment or even to enquire about a flight booking, you hear an automated voice on the
other end telling you to press certain digits on your phone to get the information. Some of
us have the patience to go through the rigmarole of getting the information but for many of
us it can be exasperating.
Today's technology has removed the need for conventional face-to-face interactions with
customers. As companies gloat over the self-processing automation that makes
communications and transactions as simple as the click of a mouse, the very same
technology makes them anonymous, annihilating their inherent identity.
The human touch is sorely missing as interactive voice responses can supposedly' do
everything from booking tickets, placing orders, trading shares to solving problems.

Hapless customers may try anything - be it e-mails, phone calls or websites, only to receive
automatically generated replies. Even after they decode an elongated system of options to
reach a live' person, it creates a wait time of at least 15 minutes! And, even the real'
customer service representatives may not deliver the expected service or information. No
wonder then that a customer care centre experience leaves a bad taste in the mouth.
Things have come full circle as customers crave for the old-fashioned flesh-and-blood
connection instead of unemotional and soulless systems.
In fact, according to international surveys, customers will buy more if they can speak with a
representative at the time of purchase.
Companies need to wake up to the fact that they cannot replace the human interface totally.
Organisational bottom line depends far more on the goodwill of real human beings than on
how fast it can process transactions. Moreover, the only way that a company can stand out
from the crowd is by delivering a satisfactory customer experience. The solution is not in
eliminating technology but using it to help people.
In a service-oriented culture, automatic systems can effectively deal with routine
transactions. But for the perplexing or complex problems customers might face,
management should keep human experts readily available. As Tetsu Fujisaki, head of the
human-centric applications group at IBM says, Some form of collaboration with a human
expert is essential for consumers to carry out complicated or infrequently performed
transactions.
The customer care executives should be courteous and knowledgeable and answer
questions, provide insight and offer suggestions. The company can even provide training to
help them make the interaction as personal and attentive as possible.
The service also needs to be timely and consistent. To maintain quick responses, the average
wait time cannot be longer than 30-60 seconds with a leeway of up to two minutes for
complex queries. Customer care personnel should overcome the notorious forgetful' tag by
getting back to the customers with needful information as quickly as possible. Managers
should also regularly review and update the knowledge database that the representatives
use to respond to inquiries.
The management can also develop a live online customer interaction to personalise the
Internet experience. With chatting or instant messaging, the company representatives can
be on hand to answer queries as well as direct visitors to specific information or areas of
interest. They can also track the most frequent enquiries and develop adequate answers.
However, management should take care that the customers get concise, meaningful and
pertinent information and not a deluge of sales talk.
All said and done, management should create as many personal touch-points as possible
with e-mails, phone numbers and instant message addresses. Afterall, the customer is king
and every chance to interact with him is an opportunity.

4.Complain but do not make it a habit

At the workplace there will be many reasons for any employee to complain. One day it may
be the coffee machine and on the other your parking slot taken by somebody else is
annoying you.
Venting legitimate grievance is everybody's right. There will be an appropriate channel
through which you can put forth your problem and there will be a designated official to
address it. The problems are commonplace and are redressed quite easily and quickly.
But there are habitual whiners, who think it is their sole prerogative to complain about every
issue and happening in the office. They can point fingers at anything and everybody. These
people spend nearly a third of the day at the office in just nit picking. For them any problem
is serious and needs to be escalated to the top levels. This tendency on the part of the
employee is a habit, more so a compulsive disorder. They cannot stay away from poking
their noses in to affairs that do not concern them.
Such people are shunned by all at the office. They seldom have friends. Managers treat them
as problem creators'.
Here is some advice to constant complainers:
Stay away: One needs to know when to complain and what to complain about. Just
because there is a problem with the fax machine, you need not go to the manager to get the
machine working again. There will be a helpdesk or admin department that will take care of
the problem. Know the size of the problem and its impact on the office working before you
complain to the top boss. You will only be taking up the boss's time and wasting yours if you
meet him just for the sake of the fax machine.
No target: Never target particular people for complaints. They may have their own reasons
for not achieving results. Only if their non-performance affects your work or out put, you
should think of complaining against them. First talk to the person who is hindering your
work See if he has a valid reason and try to give a chance to correct himself. If he continues
to be a problem then you must inform your superiors. Getting along with coworkers when
they are having difficulties will project you as being cooperative.
Avoid this: Talking about salary, comparing with others and complaining about the
management's bias or partiality will make you stand out like a clown in a crowd. You can
become the instant target of the management for being shown the door for creating a toxic
atmosphere. If you have a valid reason to believe that you are being wronged, talk to the
manager. Explain to him how you are performing and the compensation you get in return.
Never make the issue public.
Do not bad mouth your team members with others, even if they have committed mistakes.
Never project them in bad light.
Show solutions: There is no easier task than complaining. But complaining only shows
that you only care about you comfort. When there is problem that concerns all at the
workplace, be bold enough to come up with solutions. Give suggestions; try to help in
diminishing the problem. May be your solutions will not work, but your attitude towards
solving the workplace problems will earn you lot of respect.
Minding your business' must be your concern at the workplace. Impress your team and
boss as a good team player. Become a troubleshooter for your team when it hits a wall' in a
project. Be the voice of the team at meetings when it needs resources or has problems with
deadlines. The manager will take these as genuine complaints.

On the other hand if you are only complaining on trivial non-issues, you will be seen as
someone who projects negativity. So do not make it a habit.

5.Why Organizations Do Employee Performance Evaluation

Goals of Employee Performance Evaluation

Interested in why organizations do employee performance evaluation? Employee

performance evaluation is both an evaluative process and a communication tool. Done
traditionally, employee performance evaluation is universally disliked by supervisors and
employees.
Performance management, on the other hand, provides the advantages organizations seek
in doing employee performance evaluation. But, performance management, participated in
effectively and with the appropriate mindset, accomplishes the same goals, and more.
Performance management also supplies additional advantages to both the manager and the
employee.
The question on the table now is why organizations would want to ask employees to
participate in either employee performance evaluation or a performance management
system. Good reasons exist for advocating the basic concept of employee performance
evaluation. Im just not a fan of the traditional process.
Where Employee Performance Evaluation Fits
In some form, most organizations have an overall plan for business success. The employee
performance evaluation process, including goal setting, performance measurement,
regular performance feedback, employee recognition, and documentation of employee
progress, ensures this success. The performance evaluation processdone with care and
understandinghelps employees see how their jobs and expected contributions fit within
the bigger picture of their organization.
The more effective employee performance evaluation processes accomplish these goals and
have additional benefits. Documented employee performance evaluations are
communication tools that ensure the supervisor and her reporting staff members are clear
about the requirements of each employees job. The employee performance evaluation also
communicates the desired outcomes or outputs needed from each employees job and
defines how they will be measured.
Goals of Employee Performance Evaluation
These are goals of an effective employee evaluation process.

The employee and the supervisor are clear about the employees goals, required
outcomes or outputs, and how the success of the contributions will be assessed.

The goals of the best employee performance evaluations are also employee
development and organizational improvement. The employee performance evaluation
helps employees accomplish both personal development and organizational goals. The
act of writing down the goals takes the employee one step closer to accomplishing them.
Since goals, deliverables and measurements are negotiated in an effective employee
performance evaluation, the employee and the supervisor are committed to achieving
them. The written personal development goals are a commitment from the organization
to assist the employee to grow in his or her career.

Employee performance evaluation provides legal, ethical, and visible evidence that
employees were actively involved in understanding the requirements of their jobs and
their performance. The accompanying goal setting, performance feedback, and
documentation ensure that employees understand their required outputs.
In the event that an employee is not succeeding or improving in his job performance, the
performance evaluation documentation can be used to develop a Performance
Improvement Plan (PIP). This plan provides more detailed goals with more frequent
feedback to an employee who is struggling to perform. The goal is improvement but nonperformance can lead to disciplinary action up to and including employment termination.

In many organizations numeric rankings are used to compare an employees

performance with the performance of other employees. Numeric ratings are frequent
components of these systems, too. No matter how fair and non-discriminatory, these
ratings are made to appear through endless establishment of criteria for rating, they
basically boil down to the supervisors opinion of an employees performance. This is why
I dont particularly support numeric components in a employee performance evaluation
process.

The employee performance evaluation provides evidence of non-discriminatory

promotion, pay, and recognition processes. This is an important consideration in training
supervisors to perform consistent, regular, non-discriminatory employee performance
evaluations. The documentation of success and failure to achieve goals is a critical
component of the employee performance evaluation process.

While employee performance evaluation systems take many forms from organization
to organization, these are the components likely to be included. Some are more
effective than others. But the goals for the employee performance evaluation system,
or the appraisal process, or the performance management process are similar. The
differences appear in the approach and the details. And, that can make all the
difference in how the system is perceived by and carried out by employees.