#OddEven Rule – How does HR make the most of it?

New Delhi has woken up to the new year with much lesser traffic, thanks to the new #oddeven rule put in place by the Delhi government. I found a very interesting gif image on ibnlive depicting the traffic situation in Delhi today.

Let’s hope that this translates into a noticeable impact on the pollution levels as well. While the authorities are doing what they can, what can we, as HR professionals, do to make this initiative successful?

• Carpooling – The first thing that comes to mind is to encourage carpooling. What the HR team can do is program manage the car pooling initiative in office. This would require a certain amount of discipline and getting used to. However, positioning it as a win-win situation (a chance to develop new friendships, network, and even gossip :P) can go a long way towards employee engagement.

• Office Buses – For organizations that do not already have this option, give the employees the luxury of relaxing in a comfortable ride home which is managed by the office. Believe me, this will take away a lot of stress for them in terms of thinking everyday about their commute hassles. Plus it’s a much safer option as well.

• Healthy options – This can be used as an opportunity to drive health initiatives. Try and get a place where employees can park their bicycles if they use those to come to office. A further step would even be incentivizing this behavior to encourage employees to start using this mode of transport.

• Workplace Flexibility – Employees will love this. Try and institute a policy of working from home once a week. Ok, I know I’m pushing my luck here but at least some flexibility in working hours would go a long way in soothing the frayed nerves of employees every morning. 

While we all are working towards a less polluted city, let’s try and make the most of it and have some fun as well.

Do write in with your suggestions as well to make this a hassle-free transition for everyone.

Top 5 HR trends in 2016 - My two cents!

The year 2015 can safely be called the year of startups. With a plethora of options for almost everything, technology and innovation entering our daily lives, we saw a host of changes in the way we live. Whether it’s a simple thing like traveling (think Uber, Ola) or something as mundane as ordering veggies (think Bigbasket, Grofers), we all have seen a shift in our lifestyles in 2015.

From an HR perspective, all this meant a shift in our ways of managing employee expectations. From blocking / unblocking ‘time wasters’ like shopping sites (thnk flipkart, myntra, jabong, amazon) to the end of the road for employee concierge services, most things became available at employees’ fingertips.

Let’s hope 2016 will be an even more exciting year for all of us. From my conversations with HR ‘Gurus’ across industries, these are my two cents on the top 5 HR trends that I see for 2016:

• Employee Social Networks – These enterprise-wide social networks have long been touted as the death knell for Enterprise e-mail. However, this has really not happened. But as we move towards more and more collaborative working and functional interdependence, these networks have built in a lot of capabilities that might eventually not be able to kill email, but act as a very strong supplemental tool for organizational collaboration and project management. Yammer, IBM Connections and Salesforce’s Chatter are only a few options in this space.

• Rise of video – With the cost of broadband coming down by the second, and the eventual launch of the much touted 4G speeds in India, there is no stopping the video bandwagon. Right from on-the-go learning programs (think Massive Open Online Courses, MOOCs), to video candidate profiles supplementing the traditional resume (think locations where the employer might not be present), to Online and offline webinars, whatever employee related initiative one talks about, 2016 will see the explosion of video content. A simple showcase is ‘Video’ becoming a prominent tab in any Google search.

• Workplace Flexibility – As we see the newest generation, Gen Z, entering our workforce, we see a lot more young employees who are very confident of the kind of work they do and their own capabilities. Plug it with the startup storm that is taking us into a new world of innovation and opportunity, we see a new trend of freelancing (or doing your own thing). I see 2016 as being the year where more training is required for the traditionalists to handle the new kids on the block.

• Tier II & III Cities – The contribution of tier II & III cities towards the workforce has been steadily increasing over the years. However, the ever ongoing war for talent, coupled with tools being available now for mentoring to become an on-demand service, we are going to witness a new set of skilled employees who are employment-ready in 2016. These tools essentially bring the experts from the likes of Mumbai, Bengaluru, Delhi etc. to the doorsteps of students / job seekers sitting in obscure locations in the country.

• Employee First – Customer first has been the long standing ‘mantra’ over the years. However, organizations are realizing that a happy customer is a result of a happy employee. The kind of stress that employees face on a day-to-day basis has to be mitigated over a period of time. So ‘Employee First’ initiatives, like doing away with the bell curve, using Wearables (health bands like Fitbit and Mi bands) to track employee health and wellness, etc., will start taking concrete shape in 2016.

Let me know your thoughts on these.

Wishing everyone a happening 2016!

Employee Engagement – Not all Song n’ Dance

A few days back, I came across this graphic which shows Engagement of Employees as blocks of a house. Being in the Real Estate sector, this obviously aroused my curiosity.

What is interesting is that the foundation of employee engagement is the Organizational Culture and the Values being espoused at the workplace. This in turn shapes the job / organizational content for an employee. This content might include everything from the nature of the job, the work conditions, the associated rewards, the perceived value of the job, the attitude of the management towards the role, the person, and expectations along with a feeling of contributing to the success of the organization. All these factors in place, one can expect a great attitude from each employee, thereby leading to what is fancily called Organizational Citizenship.

However, this is a long list of expectations to be fulfilled, especially in the millennial workforce where the average job tenure is starting to be counted in months rather than years.  Hence, HR managers of today have to focus on what is most relevant to the workforce and what will have maximum impact in the shortest time.

Now what’s relevant might differ from one employee to another. Here the HR team has to do some legwork in identifying areas of concern / impact for employees to show to employees that the organization cares. I’ve seen an organization where the average age of the workforce was below 30 and they tweaked the compensation structure to maximize the take-home for the younger lot. The relatively senior ones were still given the option to safeguard or maximize their retirals. Small change, but high impact.

Some obvious quick-wins visible in the graphic:

·     Communication – I have seen examples of leaders / top management who go out of the way to make sure that the employees stay ahead of the rumor mills. Employees love such leaders. It gives the impression that the top management is accessible and human and makes the employees feel involved in the longer term vision.

·    Happy Workplace – As  Jack Welch famously said a happy workplace gives us happy customers, leading to better cashflows. Small things like impromptu public recognition meetings, go a long way in sustaining the morale of employees. Elaborate song n’ dance routines are effective if it is ensured that the involvement is from the larger workforce, and not restricted to the HR / Marketing teams. The process is more important than the end result.

·     Flexibility – Treating employees as humans. The line between ‘work’ and ‘life has become blurred. So practice it both ways. Not only work time encroaching into ‘family’ time. Give some flexibility in letting it work the other way. And see the results for yourself.

These in no way should take one away from the fact that the biggest X factor in employee engagement is the immediate manager. Most other factors impacting this metric are the responsibility of the immediate manger. Hence, a more longer-term ongoing imperative is training managers to become human and treat their team members as humans. The message has to be that in the longer term, only the creative and agile organizations will survive. And creativity is fostered in a positive environment only. So trust the team and treat them like you would want to be treated yourself.

Do we trust our employees!!

We all have seen elaborate HR manuals and policy documents specifying strict rules / procedures / systems around what an employee should do or not. Enormous amounts of time, money, and human resources are being used to set these systems in place and to efficient execution and strict adherence. But do we really need these?

Can we not ‘trust’ the people we hire?  If that’s the case, are we hiring the right set of people? And if either is not true, then why waste humongous resources to act like watchdogs over them.

Some simple examples:

• Leave – Most organizations have a standard range of Privilege Leave, Casual Leave, Sick Leave, Maternity Leave, Paternity Leave, Study Leave, etc etc. Why not treat your employees as mature adults and let them decide when and for what they want to take leave?

• Work Hours – Does this concept exist anymore? With technology and mail-on-the-go, the ‘seven day weekend’ can also be read as the ‘seven day work-week’. With almost all of us being available for office work during our waking hours, and work interspersed with our personal lives, are we not eligible for time-off during the so-called work hours. Are your mature and adult team members not smart enough to figure what and when something is important and needs to be completed?

• Attendance – Organizations have evolved biometrics, mobile check-ins, swipe cards, and lots of ‘sophisticated’ technology to track this. Why not have the default as the employee being ‘present’, and have systems to let employees inform only if they are absent.

• Travel & Stay – All Policy manuals have specific limits defined as per the level in the organization. Why not have the employees themselves decide how they want to travel and where they want to stay.

• Performance – Months and months of employee time is spent on assessing the performance and documentation of the results. Most of the times, the results are in your face and everyone knows where they are in the ‘normalized’ curve. Should this not be an ongoing exercise and a developmental one rather than focusing on the ‘rating’ and the related increment / promotion.

I admit that you will have 5-10% of the population taking advantage if you do not have the ‘watchdog’ systems in place. But I’m sure these 5-10% employees will be visible to everyone over a period of time. Does it then warrant subjecting the other 90% to painful approval processes and impediments for simple things? Is it fair to not ‘trust’ them? Think for yourself.

How we love Stories...

We all love stories – whether its telling stories, listening to stories, making up stories or finishing stories, the fact is that we, as a race love stories. Right from childhood, when we make our parents read out stories to us, to the most read fiction bestseller; stories have a way to ignite our imaginations.

Then why not make use of this penchant and love for stories to try and use it to build employee connect. Easier said than done – because employees like only interesting stories, and not all of them become bestsellers within the organization. But just like we have the huge rows and columns of shelves in large bookstores, and we choose the books we like, employees do lap up stories that affect them, that strike a chord with them, that make them laugh.

So, what does an HR person do.

Step 1) Find out the folklores within the organization. Easier for legacy organizations which are 100+ years old, lesser for startups which might be a 100 months/days old. But try and build these tales around personalities – the ones who have been able to survive the years of onslaught the organization has gone through / who are stars in the organization and employees look up-to them

Step 2) Have a catchphrase for your story a.k.a, brand your initiative. Take help if you have a marketing agency working with you or you have an in-house art/edit team. The visuals should be eye-catching and the tone must reflect the feel of the story.

Step 3) Market the story. Ask the people in the story to explain formally and informally (to juniors and newcomers) what they went through, how they were able to do what is showcased, and how things have changed.

Once you have this in place, you will find people aspiring and contributing for your next set of stories. And slowly and steadily, you will see a cultural shift towards the kind of stories you are showcasing. What one needs to be careful of is that the stories should focus on the direction in which you want your employees to think.

Each story we like leaves a little bit of it in us. Because we all love stories..and we remember them…like the race between the rabbit and the tortoise..:)

Impact of a frustrated employee

While we have all heard of one-off extreme (and violent) reactions of a frustrated employee in office, most times things don’t reach that level and people leave. However, I have seen organizations trying to retain employees in the guise of performance even when they know that the mere presence of the frustrated employee is not good for the rest of the team. These are just some of the effects that a frustrated employee might have on others:

- Negativity – A frustrated employee is a constant cribber. He would rather see the glass half empty than half full. This becomes a habit and co-workers are fed on constant negativity and how things are bad in the organization. It takes a very mature co-worker to filter this barrage of negativity flowing round the clock.

- Going slow on work – A frustrated employee does not see value in the work he/she is doing. Hence, his/her productivity goes down and the delivery expected almost never happens on time.

- Glorifying what’s happening outside – A frustrated employee starts comparing and pointing out the perks / benefits available in other organizations vs. yours. This in turn inspires and makes other employees think that the grass is greener outside.

- Inspiring others to leave – A frustrated employee might even start helping others in their job search thereby aiming at inflicting maximum harm to the organization.

A frustrated employee aims at vitiating the atmosphere in the office. Considering the fact that we end up spending most of our awake time in office with the same set of people, is it not logical on the part of organizations to let go off such employees rather than persisting with them?

The best ways to disengage employees

Organizations spend a lot of time figuring out how to keep their employees engaged. What they fail to avoid are basic tenets that are real put-offs for high performing employees.

I just thought it would be worthwhile to put down the top ways to disengage employees.

• The ‘Culture’ at the workplace – Little things said or informal rules in the organization go a long way in employees forming an opinion about the workplace. Simple things like having to wait for the boss to leave or a casual comment like “Half-day today?” when someone is leaving at the official closing time goes a long way in forming the opinion in minds of the employees.

• The “dictatorial” managers – The best way to make an employee hate his/her job is giving them a “bad” boss. A “bad” boss could be defined as, but not limited to, anyone who:
  - does not value your time
  - expects you to be on his beck and call at all times
  - treats you as his “flunk”
  - shouts/abuses
  - does not guide you and expects you to deliver what he ‘thinks’
  - has no solutions when you go to him with a problem

• “Bad” work – A lot of employees, more so those who are fresh out of campus come to the workplace thinking that they would get ‘strategic’ work from day 1 without understanding what is going on at the grassroots. So any work you give them is not up-to the mark. This is not to say that there are cases where there is no realistic job preview at the selection stage thereby leading to dissatisfaction – both at the employer and the employee end.

• NO work – What is even worse than “bad” work is NO work. As they say, an empty mind is a devil’s workshop. Employees that have no work tend to spread their disgruntlement to others as well. They tend to waste their own time as well as that of others. Lot of employers tend to think that employees will get the message and leave when they have no work. However, I have seen employees who love it when they have no work and they are most comfortable in this setting.

• Poorly implemented PMS – A sure shot way of disengaging a high performer in your team is to keep giving him/her feedback throughout the year that he/she is god’s gift to the organization but conveniently forget this during the appraisal process. A high performer will most definitely leave if he/she feels that the ratings in the Performance Appraisal Process do not justify the effort put in relative to others.

• No Parity in Recruitment/Designation – I have seen a lot of organizations give a higher level/designation to newcomers. While this may be a good tactic to attract talent from the market, this can have disastrous consequences if you forget the existing employees in the organization. The reward for time spent in the organization has to be visible to everyone. If this does not happen, we can be sure of the attrition figures hitting the roof.

• Stagnant Career Path – If employees start to feel that they have hit a ceiling with regard to their growth path in the organization, you will see their performance dip with time, ultimately leading to attrition. This could even happen with a new manager coming in thereby giving the message to the team that they are not ready for the next step.

• Compensation – This is most often thought of as the first and the only way to keep employees motivated and engaged. I have deliberately kept it for the last because this is not true. While a threshold amount of money is always desirable, compensation is not the prime reason to leave any organization for most employees, unless it is a huge jump in the absolute amount. Compensation can serve as an effective tool for attraction – but most companies forget that as far as retention is concerned, compensation can only play a limited role.
  

So instead of giving flowers in the induction process (which is seen as a tool for engagement), let us try to get the basics right and try not to disengage employees.