The worst things you can say in your resume

Our job involves among other things, going through resumes, scores of them in a month, and then pouring it into a different mould, one we have, over years of experience, realised works well. And we leave out a lot, and add in a lot more. This is our "value add" as consultants to you- the candidate. However, "value add" is not a term we keep in your profile if we are representing you to a client, if you are still using it in your resume.
I have been thinking of collating a list of things you should not be doing to your resume, as a continuing series to my previous blog posts on the subject. But someone else beat me to it, and did a pretty good job in the process. So to make my job easier let me just quote from here. CareerBuilder surveyed more than 2000 HR recruiters and listed the terms that just dont "value add" to your resume.

The Worst Resume Terms

1. Best of breed: 38%
2. Go-getter: 27%
3. Think outside of the box: 26%
4. Synergy: 22%
5. Go-to person: 22%
6. Thought leadership: 16%
7. Value add: 16%
8. Results-driven: 16%
9. Team player: 15%
10. Bottom-line: 14%
11. Hard worker: 13%
12. Strategic thinker: 12%
13. Dynamic: 12%
14. Self-motivated: 12%
15. Detail-oriented: 11%
16. Proactively: 11%
17. Track record: 10%

If you still have these terms on your profile, this may be a good incentive to change. Also here are some tips about how you can make the first glance at your profile work in your favour.

1. After the name, mention  your age, location and education.
2. Make an executive summary: CareerBuilder website also says that a hiring manager spends at an average 30 seconds on every resume. Our job is to spend enough time on it to ensure that the hardest hitting effect can be made in the very first 30 seconds. 
3. What to include in the Executive Summary: Number of years of experience, industry, functional exposure, and the companies you have worked in with the years listed below. Eg: XYZ Ltd (2006-2010)
4. Then start your detailed resume. This works like the Newspaper. A short introduction to you personally as a headline, then the all important first paragraph is the executive summary which will inform the HR manager all s/he needs to know in short. Then s/he can go over and glance over to the details. The Executive Summary also serves another purpose. This works well as a recall factor. Many times I have noticed the hiring manager recognise the profile after glancing at the executive summary. Remember the thing about first impressions?
5. Start with the present job and work back. It seems obvious but many people still start at the beginning and work to the present. That is just not relevant for the job you are gunning for.
6. After every company name, location and position, please provide some information on the company, a web link or a couple of lines, the size of the business, revenue etc. This is a great help for the hiring manager to shortlist candidates when the size of the company matter.
7. Provide team details. If you lead a team, mention number of team members at the very beginning, especially if the role requires a team leading capability.
8. The personal details can be listed at the end. Even if you are going for a header or footer for every page, maybe its a good idea not to have it in bold large letters. Normal letters work just as fine.
9. While writing age, please mention date of birth. Many candidates only write an age, but one is never sure how old a profile is.
10. Mention important points, especially if relevant to the job, in bold. Do not use bold and underline or italics together. Bold will do the trick.
11. It is always better to list "Responsibilities" and "Accomplishments" both for every job separately, and not all together at the end of the profile. This is especially important. The hiring manager would want to know how your responsibilities have increased and how you have continues excelling at your job in a sequenced manner.

And finally, there ARE words you can  use to pack a punch in your profile. These words are generally specific example words, which will provide a hiring manager with instances proving your worth, and not vague terms meaning nothing much in the end. This was also found from the above survey.

The Best Resume Terms

1. Achieved: 52%
2. Trained/Mentored: 47%
3. Managed: 44%
4. Created: 43%
5. Resolved: 40%
6. Volunteered: 35%
7. Influenced: 29%
8. Increased/Decreased: 28%
9. Ideas: 27%
10. Negotiated: 25%
11. Launched: 24%
12. Revenue/Profits: 23%
13. Under budget: 16%
14. Won: 13%

Read more: http://www.inc.com/suzanne-lucas/hiring-challenged-sift-for-these-17-worst-and-15-best-resume-phrases.html#ixzz2yDAOdIyI

Is Microfinance the new investment banking: Growing popularity of the industry in MBAs and senior professionals

In 2009, Suresh K Krishna, Managing Director, Grameen Koota, at a speech at the International Convention of Microfinance, organized by Institute of Applied Management stressed the need of management graduates to join the microfinance sector and take it forward professionally. Recent trends among B schools show that graduates are, indeed taking his words seriously.

The microfinance industry in India, which can trace its origins to the early 1970-s, faced its worst crisis in end of 2010- 2011. The Andhra Pradesh Govt, in October 2010, passed the legislation effectively shutting down all private sector microfinance institutions in the state. But with the RBI in control now, things have started improving.  

However, as the industry revived and microfinance companies again started seeing profits the changes were not only inevitable, it was already being planned. While rates of interest decreased, there were significant developments in the technological application and cost effective management techniques. The most important need of the hour was to hire suitable talent to lead the microfinance institutions into the next level of effectiveness and efficiency. And hence, the need for management graduates with training in the tools of the trade to do this.

On the other hand are the new breeds of management graduates who are also looking to make a difference in their society, in their surrounding environment. Students from premier B schools, IIMs and XLRI are now willing to forego hefty pay packages to join a micro finance institution and make a difference. Thus in 2011, Janalakshmi Financial Services, hired their first IIM graduate from IIM Lucknow. More recently, they again hired, this time from IIM-B. And the good news is the level of interest Janalakshmi created in IIM-B. they had received 17 resumes from the passing out batch. They have also hired from TISS, Tata Institute of Social Sciences and other management schools. In 2014, they are returning to the IIMs for placement season. Suffice it to say that V S Radhakrishnan, the MD and CEO of Janalakshmi, is an IIM-A graduate himself. While Bandhan Microfinance has hired from IIMs (16 in 2013), other institutions like Ujjivan have gone for institutes like XIM, Bhuvaneshwar or TISS.

While Indian students show a growing interest in the Indian microfinance industry, this interest has come to our notice from foreign universities too. From London Business School to Seoul University, from Nigerian University to Middle Eastern colleges to Carnegie Mellon, there are students from all over the world who wants to be part of the microfinance industry and ready to work in India.

Most of the above is true for seasoned executives who have scored in boardrooms for some time now. While they have already tasted success in their respective industries and companies, they are not averse to having microfinance in their repertoire. In fact, as an executive search firm, we have seen the change in the last few years, where it has not become relatively easy to convince anyone on taking up an opportunity in microfinance.

Whether it is Suresh Gurumani, who had joined SKS as CEO from Barclays Bank, or its present CEO M R Rao who joined SKS from ING Vysya, it is evident more than ever now, that microfinance is indeed the new investment banking. And it is not just the bankers who are looing up and noticing such opportunities. High ranking executives from companies like Walt Disney, Sony, Reliance Communications, Asian Paints or even E-Bay has been keen on trying out opportunities with companies like Grameen Koota, Hope Microfinance or Madura Microfinance Ltd. And yes, incidentally many of them also happen to be IIM graduates.

With new technology and new processes in place, microfinance institutions see themselves as any other bank but with smaller valuations. And they are planning to grow. However not all companies can yet pay B school graduates what they expect. So many companies have started internship programs with students from business schools, both from India and abroad. And there are plenty of students interested, says C S Ghosh, chairman and MD of Bandhan, who goes for talks at IIM Calcutta.

But what are they getting in return, apart from giving back to society. It is also bringing them adequate exposure which will stand them good stead in their careers later in life. Microfinance is banking with the poor, and this field knowledge gives them the knowledge base to go on for bigger assignments.

While the option is easier with management graduates, the pay factor is more intensely felt in the case of senior executives. While some companies are indeed willing to match other industries for the right person who will catapult the company to a different league, many microfinance companies are still struggling to pay the high salaries senior executives can command in the market. However, it is often seen that executives are often more willing than not to take a cut in their pay in order to be part of the new era of microfinance. What excites them is the opportunity to make a real positive difference to a company which will take them ahead and meet or exceed their goals. These people are great change managers with the zeal and ability to lead companies into a growth oriented future.  

A report on Hiring in the Steel and Mining industry in India in 2013

Mining is one of the core sectors of our economy, contributing 2% of GDP and also linked to the growth of other core industries like power, steel, cement which in turn affect manufacturing, industrial production, automotive and other industries. After growing an average of 4.8% from 2006 to 2011, for two years after that the industry saw negative growth. The mining industry suffered from harmful policy, regulatory, land and environmental issues, which resulted in mining projects getting stalled.

Only very recently the mood has been on the upswing both in the mining as well as in the steel industry. This has been the result of government efforts on the one hand, and also to various firms going ahead with their expansion plans both in the country and abroad. The government of India has allowed 100% FDI in the Indian Steel sector. The Ministry of Steel ecently set up the Steel Innovation Council. This promotes ideas for the growth and development of the sector. They have also roped in the Tanzanian Govt to cooperate in steel and mining. Recently, the government invited Polish companies to join hands with Indian firms to share technical knowledge and knowhow in mining and steel sectors. While research and development in the sector is being encouraged and funded by the government, urban need for steel is also increasing. Globally there is high demand for steel to build infrastructure and industrialization.

This also goes to show that once the domestic mining and steel industries do well, it in turn affects domestic companies in their growth and expansion worldwide, thus making it imperative to hire world class talent.

JSW Steel plans to commission a new steel manufacturing unit in Bellary by March. This will in turn help in the company meeting its demand for the auto industry. The US subsidiary of Hindalco, Novelis is going to invest US $ 205 million in their facilities in USA and Germany. Their growth plan for the next few years, in aluminum are 30% y-o-y.  GVK Power and Infrastructure Ltd is growing in their dredging as well as mining sites in Australia and Germany. Tata Steel will manufacture rails for high speed lines in Saudi Arabia. SAIL, Steel Authority of India Ltd has taken up modernization and expansion projects in all its plants to increase capacity.

All these expansion and growth plans have already spurred on companies to increase their entry level hiring. Campus hiring or entry level hiring is not just important, it is essential when an industry is reviving or growing. These are the young women and men who will shape the future of a company. From production engineers, quality management professionals to functional professionals like HR, Marketing or finance, requirement in all these hiring areas are bound to increase.

Having said that, hiring at junior and senior levels have very different approach. While campus hiring and advertisements work for junior level hiring, senior level hiring need much more attention and expertise to execute. A CXO level profile needs to have technical capability but added to that are the soft skills and the ability to grow the company not just in the domestic markets but internationally, as many companies are thinking of now. Hiring of top level executives is often outsourced to consulting firms which have just that level of expertise to know who would be the right person for the company at a CXO level. And if companies like Tata Steel and Hindalco are thinking of expanding their presence as well as their capacity, there are plenty of smaller firms who are also looking at expansion in the coming year. They need the right person at the helm to lead the company in the right direction. While many companies may be looking to getting into a professionally run set up, there are also some who are dealing with the wrong kind of person at the top which is stalling the company from growing.

Recently we were approached by one such steel and metal company which had this very problem. They were being affected in their plans of an overseas acquisition because of their leadership which was undermining the morale and thus production of the company.

However, a company is not just made of its CEO and shop floor workers. Good quality talent is also required at the middle management levels. When companies start doing well, attrition in this industry is also bound to increase. So firms would also do well to keep a good back up of mid level management personnel who can be called upon at such times, so that overall productivity or morale of the company does not diminish.

Another development over the years have been the mining and steel industry’s relationship with their surrounding society. There have been public opposition and conflicts over operations or development of many plants. So the industry has started to become inclusive of its environment and thus embracing corporate social responsibility. This effort required experienced people to lead their agenda in helping the industry create a positive image, while creating jobs, wealth and improving the livelihoods of those in surrounding areas.    

Thus hiring, even in core industries like steel and mining, cannot be seen as a one off sensation. “People” are what links the entire organization as well as the surrounding environment, and good hiring practices at all levels, are what will make the differences in a positive growth in the immediate future on the industry as well as long term revenue generation for the country.

Having effective and efficient meetings

The article from LiveMint where MD of Spearhead Intersearch, Jyorden Misra was quoted, excerpts. For the full article go to http://www.livemint.com/Leisure/rOdmG3Po96SVN1JGdnS9aJ/Talking-heads.html

In his new book Read This Before Our Next Meeting!, Al Pittampalli writes that the modern-day meeting is not a tool to share information that could be sent out in an email or a free-flowing session to generate new ideas. What it is, is an opportunity to support decisions.

“Team meetings are an important tool for managing a team’s tasks and ensuring productivity, but they can lead to a loss of interest among people if overdone or if conducted without adequate preparation and leadership skills,” says Prashant Bhatnagar, director (hiring) at technology firm SapientNitro in India. Gurgaon-based Bhatnagar says that at SapientNitro, 30-40% of the senior management’s time is spent in “team and functional meetings”, and at the junior to mid-level, employees spend 10-15% of work hours in meetings.

First, some ground rules

Team members at ThoughtWorks conduct a 7-minute daily meeting, standing up

Going into the meeting, there must be a clear agenda, an outline of possible solutions and alternatives, and a proposed decision—the merits of which can then be debated in the meeting, says Pittampalli.

He adds that we engage in many different kinds of interactions in the office—the one-on-one conversation, the group work session and opportunities to brainstorm.

There’s another set of “meetings” that is becoming popular in the modern Indian office, the daily update. Teams huddle around to talk about the previous day’s achievements, where they got stuck and the tasks to be completed that day.

At financial services firm Bajaj Capital in Delhi, “there’s a 7-minute daily huddle, in which the teams highlight three things that happened yesterday”, voice any dependencies on others and set the tasks to be completed on that day, says Sunaina Mattoo Khanna, executive vice-president and head (HR), Bajaj Capital. “That meeting can’t be more than seven-eight people,” she adds.

Problem areas

Post-its dot a wall of the ThoughtWorks office

Bringing the laggards up to speed during the meeting can, of course, be a huge waste of time for others. Jyorden T. Misra, managing director at Spearhead InterSearch, a network of executive search firms, agrees. “Most often, people don’t do the preparatory work for a meeting and a lot of things are developed in the meeting rather than being researched beforehand,” says Delhi-based Misra.

Misra adds that we need to look at the anatomy of meetings. If you have an hour at your disposal as the meeting leader but it gets wrapped up in 15 minutes, end it quickly rather than letting it drag on, he suggests.

Ravi Dawar, India director of finance at medical technologies firm Becton, Dickinson and Co. (BD), says: “Open-ended, undefined and exceedingly long meetings add no value to the organization and often lead to delayed decisions.”

Gunjan Shukla, general manager (Pune) at software firm ThoughtWorks Technologies (India) Pvt. Ltd, says there are other ways to share ideas. Instead of calling others away from their workstations, hold on to that thought, and let the team come back to you when they can all spare some time to hear you out, she says.

Ideas mill

Colourful Post-its dot one wall of the Pune office of ThoughtWorks. Each Post-it is an idea on how to solve a problem, or even a new problem the team could develop and market a solution to. And once that concern is out there for others to see, it elicits responses from them, triggers new ideas in their minds, and allows employees to do this “interaction” with the idea when they are free, rather than being called away from their desks at an inconvenient time.

There’s another solution that Shukla says works well for her office: Teams can indicate entire chunks of time—“core working hours”—during the day when they will be unavailable for meetings. “Teams get to decide core working hours. Only certain meetings can violate these core working hours, like when we have a senior executive visiting the office (from overseas),” she explains.

Misra says at Spearhead they make the employees in charge of meetings by turns. The meeting leader is then in charge of outlining a clear agenda for the meeting and communicating it to the other attendees, collecting the necessary data points around the meeting, distributing copies of the necessary documents and presentations to everyone well in advance, Misra explains. That person also gathers intelligence from other team members regarding updates on their work.

Misra says this level of pre-meeting preparation has had two interesting outcomes for Spearhead. When employees talk to each other periodically to learn what has been keeping them busy in the workplace, it helps develop a greater appreciation for what they each do. Another plus is that if someone calls in sick or has to go out for work-related travel on the day of the meeting, the meeting in-charge can fill in for them, he says.

Dawar agrees: “The meetings are pre-scheduled to ensure effective participation and also agendas are circulated well in advance. In case of presentations, the presenters share the presentation and pre-reads ahead of the meeting to enable informed and productive discussions during the meeting.” This also addresses a key spoiler in the modern-day meeting: non-participation. Employees who come to meetings unarmed with information on what it is about, or data points to back their views, often have little of value to contribute.

Our coverage on Livemint: Digital Clutter: Can your online footprint affect your job/ hiring opportunities?

Get rid of digital clutter

Old posts can be embarrassing—scan and delete them from your old social networking sites

Subhashish Bharuka

Privacy settings are tedious, but well worth the effort

Facebook rolled out Graph Search in the US last week and plans to expand it to other users in short order—it’s going to be easier than ever for people to find your posts.

Your online footprint is larger than you remember. Did you ever have an Orkut account? What about that old Myspace profile, or Flickrpage? Everything you posted to them is still online today, unless you delete the posts or make them private. Today, it’s possible to get fired, end up in a broken relationship or in extreme cases, get booked for a comment you’ve put up on your Facebook wall.

Jyorden T. Misra, managing director of Delhi-based Spearhead InterSearch, a global executive search firm, says: “Social media profiles are checked as a part of the due-diligence process by many organizations today. There have been instances where candidates who were otherwise qualified were rejected because of lifestyle traits displayed online; references to drinking, drugs, bad-mouthing of their co-workers and employers.”

Deepak Kulkarni, director, HR, Asia Pacific, Bristlecone (a Mahindra Group consultancy service), adds, “At Bristlecone we use social media to validate the information provided by the applicant, to help make a decision on the interview.”

So how do you deal with this online “clutter”?

Filter access: Social networks like Facebook let you set different privacy levels. Want to keep your party photos for friends to see? Make sure they’re the only ones who have access to them. On Twitter, remember that everything you say is public. If you want to use Twitter to keep up with friends and share off-colour jokes and photos, then change the account settings to private.

Set a cut-off: Facebook’s Timeline includes the very handy feature of letting you control privacy by year—the year when you started working is usually a good point to draw the line between public and private space. We’ve all said and done stupid things in college—but even if that was 10 years ago, it’s not a good idea to air them for your boss too. Jump to the date, and set everything before that to private. After that, you can scan your timeline and mark some chosen items as public if you want. This isn’t just for Facebook either because recruiters often check LinkedIn and Twitter too.

Check those apps: Facebook and Twitter use something called API authorization through which you can grant access to your account to third-party applications. This is pretty cool for the time when you want a game to tweet your high score, or when you want to run the birthday calendar app on Facebook. But often, you’re giving those apps access to your personal information, and giving them permission to post on your behalf.

Check the apps that have access on these and other networks; you’ll find many apps which you activated years ago and haven’t used since. Remove their access rightaway. Do you need all the other apps that remain? If the answer isn’t a resounding YES for any app on the list, remove that one too.

Automate clean-up: Want to get out of Facebook, and don’t want to leave any traces behind? Download Facebook Scrubber. It’s free, and removes all the information you’ve ever uploaded to Facebook. After that, you can delete that account with confidence.

If you’re not ready for the nuclear option, then check out SimpleWash. This free app lets you pick and choose the content you want to delete, from photos and posts to likes.

SimpleWash also works with Twitter; the app scans all your updates, looking for offensive language and references to drugs and alcohol. Then you can choose to delete the content or leave it. And in case the automatic search doesn’t find something you remember, you can use the search bar to find things too. While you’re at it, you can also use Tweepi to delete the Twitter followers you don’t interact with—this reduces the odds that you’ll forget about someone following you and make an inappropriate post.

Go hands on: This is the last step but possibly the most important one. Once you’ve run SimpleWash, take a scan through your Facebook Timeline to make sure that there’s nothing objectionable left. With Twitter, scanning through all your tweets is difficult, but All My Tweets is a free tool that helps—it lists every tweet you’ve ever made on a single screen, so you don’t have to scroll through page after page to check if SimpleWash missed anything.

For older networks which you don’t use actively any more? It’s best to just delete or lock down the account.

Social Media as part of hiring policy

              
        While there is some data on companies using social media sites for recruitment purposes which shows that more than half of companies have used social media sites for recruitment, there is almost no data on how many companies use these sites for purposes such as backgrounds check or pre hiring checks. However, based on our own talks with clients, it is clear that the percentage of companies doing this is quite small. There is a reason for that.

Social media sites like linkedin, facebook, twitter are excellent ways of identifying qualified relevant candidates; connect with them and complement the overall hiring process. But taking the decision of not hiring a candidate based on what is posted on these sites, may make the company liable to law suits based on discrimination. No company would want to be in that position. Hence, not many companies will ask the interviewee about their facebook user id. We will also see more and more companies making explicit rules of how to use social media sites for their hiring practices. However, posting such things as drinking binges, drug use, or even spelling and grammar mistakes can bias the company against hiring a certain candidate, if the company decides to go through the social network profiles of the potential candidate.

On the other hand, a company can use social media for a two pronged recruitment purpose. On the one hand, they can create a presence which helps in building a brand identity, and increasing brand loyalty among job seekers or potential employees of the company. They can also use it to post jobs and create awareness of existing positions among active as well as passive job seekers. On the other hand, the company may be able to identify relevant candidates to contact for positions in the company. This makes the hiring process more efficient.

2.      Inappropriate content: We still dont know of instances in India where an employee has been fired because of inappropriate content. This is more prevalent among school students who are warned, suspended or rusticated for posting against teachers or the school. However, there have been instances of employees being warned against making derogatory comments. In some cases, social networking sites have been banned from the office altogether and in others employees have been gagged on networking sites against speaking about their employers.

Today, whoever uses networking sites is also careful enough not to comment about their employer or manager. Not only will it harm their present situation, it will also permanently scar their profile in the eyes of future employers.

3.          Social media profile screening has been complementing our hiring methods for some years now. Linkedin was originally created as a professional networking platform and today more than 90% recruiters are using it in some form in their hiring process. More than 50% use facebook for the same purpose. Today with this kind of technology becoming part of hiring, it becomes even more important for the screening process to be more stringent. Ironically, this screening is best done by an experienced head hunter, who, I dare say, can easily separate the wheat from the chaff, even from a linkedin.com or a facebook.com!

What you wish you'd known before your job interview: Pinterest

Saw a great pin on pinterest and thought of sharing it here...

Boss from Hell: Dealing with bad boss (Anger management in the workplace: Part 2)

In the previous blog post I had talked about the colleague from hell which makes one lose ones marbles in the workplace. But a bad workplace is just as bad as a bad boss. The top reason why a person leaves a job is a bad boss. So what do you do when...

YOUR BOSS SHOUTS AT YOU FOR NO FAULT OF YOURS

One might immediately think of harassment. One might think that one’s boss is bullying. The immediate reaction may be anger and frustration. One might think of resigning or even shouting back.

Think: If it is a genuine case of harassment or bullying, the first reaction should be no reaction at all. If it is a regular incident, one can gather evidence to support the claim and then take it to a higher authority. One can even garner support from colleagues and fellow supporters.

If however, it is a one off case, and not severe or lasting, one may bring it to the notice of the boss. If the boss had no intention of hurting, he/she would immediately understand if an explanation is given to the innocence of the victim/ employee.

Do:Communication is essential. If the issue is harassment or bullying, help should be sought. Otherwise, there should be free and frank discussion with the boss about the behaviour which might dissipate the situation. In case of an apology from the boss, the employee may be gracious in acceptance.

Dont do: Make false allegation of harassment. If the case is one off and not severe or lasting, this might result in the termination of employment for false allegation. One should never lose ones cool and shout back at a boss. One should also not stay silent and let him/her get away with occasional abuse.

And what do you say of the boss who will inevitably call you when you are in the middle of a romantic candle-lit dinner, and ask you to make a client call RIGHT NOW!

WHEN YOU GET A WORK-RELATED CALL ON A VACATION

Resentment and frustration may be the result of work spilling on to weekends or vacations.

Think: It is now a common thing to be working on weekends or vacations for many. Sometimes if the vacation is quite long, more than 5 days or so, one might be expected to clear ones mailbox periodically. Also one should realise, people do not remember differences in time zones or movements of others all the time. If it is urgent, try to delegate the work to someone in the know. If it is not urgent, one may want to remind politely that one would deal with this once he or she is back.

Do: This is not a potentially damaging situation. If it is very urgent situation which require only ones own involvement, then one needs to put in that work. Otherwise one may either delegate or push the work till the date of return to office.

Dont do: Shut down all communication especially if it is a long vacation.

Also, use of racial or gender biased words or comments in the workplace is a definite no-no. It is not just disrespectful, it also shows lack of self confidence and perhaps also low self esteem in the person doing it. One is often tempted to say something rude and hurtful to the cause of the anger, but it is always going to be construed into your being unprofessional and irrational.

So while it is never a good thing to give in to the anger boiling within you, it would be easier on your career and image to take a deep breath, count backward from 100, and channelise the wrath into constructive matters.
The Hindustan Times Brunch article can be found here http://www.hindustantimes.com/Brunch/Brunch-Stories/Why-so-angry/Article1-1087690.aspx

Colleague from Hell: Dealing with bad colleagues (Anger management in the workplace: Part 1)

Recently I was sent a questionnaire on Anger Management in the workplace by a journo who would base her article on my answers. While answering the questions, I found them quite pertinent and useful for us, who struggle in the workplace with various issues but cannot get them out in the open. The top reason for a person leaving a job may be a bad boss, but nasty colleagues are not far down the line. I have seen people leave their jobs after being hounded for years by one or a team of colleagues who had grouped up against them and made every passing day a nightmare. I have been (mostly) lucky to have worked with friendly, guiding and kind people, mostly, some of whom have turned out to be lifelong friends. Not always, though.
From the beginning of my career I have worked with people who would never come in on time, even if a team was waiting for him to start a meeting, would always sulk, would always be calling the boyfriend of the moment, would always be fighting over candidates, would always be saving yahoo chats for future (blackmailing) purposes, would always be complaining about everything at work, would always be negative, would always be gossiping... And I am talking of different people.
However, mostly I have had good working relationships in the workplace. Not everyone is as lucky and I know of more than one person who have gone through hell in the workplace and lived to tell the tale.
There are the colleagues who will not help you when you need help, there will be the groaner and complainer, who makes the air toxic with negativity, there will be the drama queen who always needs attention all the time, or the back stabbing type who will try to grab all the attention. Here are some situations you may face in the workplace and how to deal with them and most importantly, how to manage your anger in such situations:

WHEN A CO-WORKER REFUSES TO COOPERATE

Reaction: The immediate reaction might be anger and a feeling of revenge. One might even take it to the next level and talking to the supervisor to mediate and solve the issue.

Think: Refusal to cooperate might just be stemming from a lack of communication or from a conflict of interest between two people. One must try to gauge if there is a feeling of competition or fear of the other person being better. One might be trying to just do a good job but the perception of competition might create a conflict.

In such a scenario, one might want to resolve the conflict of interest. Keeping in mind the other persons needs, wants and desires, one might want to back off for a moment to see if there is a lack of training involved, or if there is any real issue. If the issue is only fear, then one might want to allay the fear by identifying the other person’s interests.

Do: The best way would be to show empathy and to align both people’s interests. A frank talk about the conflict of interest might solve the issue in an amicable fashion.

Dont do: Definitely do not increase tensions by taking it on ones ego and increasing the miscommunication. Not to strain the relationship further by not talking about it or by talking about it to others. 

WHEN YOUR COLLEAGUE IS RUDE/NASTY TO YOU

Reaction: Shock or anger. If the behaviour is chronic then it might lead to bad relationships with the colleague. Take it personally.

Think: React with dignity. Talk to the manager and explain the situation with objectivity. With the colleague, act with confidence and say that this behaviour is not professional and not appreciated. Remember that it is not personal.

Do: Damage control has to be usually done by the rude colleague. Communication is key with one keeping line managers and HR in the loop about chronic rude people. Otherwise, just a frank talk should suffice.

Dont do: Dont be rude or nasty in return. Or talk behind the colleagues back.

WHEN YOUR COLLEAGUE TAKES CREDIT FOR YOUR WORK

Reaction: Frustration and anger. 

Think: One should always keep a written record of one’s work. This should be shared regularly with the manager at intervals. For credit thieves, one should tackle them directly and correct misconception with colleagues and seniors.

Do: Again, communication is required. One should clear misconception among others about the work. One can also talk to the colleague in question and ask him or her to stop the behaviour.

Dont do: Talk behind the back of the perpetrator. Spread rumours.

WHEN COLLEAGUES BITCH ABOUT YOU BEHIND YOUR BACK

Reaction: Feeling offended, angry and reacting by saying something in return. 

Think: Usually not to react is the best reaction. The gossip monger/s should be tackled with dignity. It is also important to laugh about oneself to make the situation light and diffuse it. Also one may keep a distance with these colleagues. Remember people bitch when they are jealous of ones success.

Do: Deal with any rumours being spread by making it clear to all that the behaviour will not be tolerated. If it is a potentially harmful rumour then one should talk to the person it may reach and harm you most, and clear the air. Otherwise ignoring such behaviour is the best way.

Dont do: Spread gossip or bitch in retaliation.

The Hindustan Times Brunch article can be found here http://www.hindustantimes.com/Brunch/Brunch-Stories/Why-so-angry/Article1-1087690.aspx

Is technology killing intuition: a perspective on recruitment: Excerpts from and based on the article 'Healthy Hire or Miserable Failure' in Indian Management Magazine

Many years ago, a Europe based client in the infrastructure domain gave us a list of “desirable attributes” for a candidate for the position of COO. Among them were- a given number of years of experience and seniority, leadership skills, specific knowledge of niche technology etc. Among the first 2 or 3 candidates that we presented to them, was a lady with much fewer years of experience but having, what I thought was, adequate team handling experience and all the other skills which I understood would be necessary for the job at hand. The client however matched her in their own internal, and should I add, international parameter tool- a technology they were using for some years, across the board, in every country they operated. All my efforts to have them see sense fell on deaf ears. For months we tried to give them a solution which matched all their criteria but somehow did not fit into their indian remuneration brackets.

After about 6 months of desperate searching, I again insisted that they revisit the first lady. Something told me, she was “the one”. This time, she was interviewed by some other people too and they decided she was the right fit, tech or no tech. So, all was well that ended well. But this gave rise to this thought in my mind. Is technology over riding the role of plain vanilla intuition as far as recruitment is concerned?

But here is the catch. Intuition is never plain vanilla. It is the effect of years, indeed, decades of knowledge, experience, and sheer hard work. Only we call it ‘intuition’ because we cannot really follow the pattern of the mind as it analyses gigabytes of data in our brain.

We see it all the time in nature and our surroundings. One pertinent and rather sad example is from the devastating tsunami which lashed the shores of Indonesia, Sri Lanka and India in 2002. It was seen that some tribes of the Andaman Islands could escape the waves since they had moved to higher land in time. When probed, it was realized that they had relied on traditional wisdom and had heeded the warning of the birds and animal behavior and had moved. However, those so called more developed areas, where technology was present but still not used to that extent, people relied on it, and had been dulled into the state of mind which didn’t allow their intuition to dictate their moves. Is it true then that technology makes us forget our natural ability to follow our intuition? What about the West now waking up to the fact that Asians are more adept at mathematical calculation and do much better in school and aptitude tests simply because they did not depend on calculators in school? And how does this dichotomy of technology and intuition relate to our workplaces?

Especially in hiring, intuition has time and again proven to be that something which goes beyond the framework. A successful hiring is not just about the educational qualification, or years of experience or about the number of people led, nor is it just about the technological knowledge of the incumbent. These are important, but what makes a person successful in a company in the long run is what we call the “right fit”. That is a combination of the attributes of culture, character, communication and how they interact with others. And this is something which technology cannot determine. There are a lot of psychometric tests today which can go a long way in getting a fair idea about the characteristics of a person but turning it all into data. It works in most cases. Yet, the human brain has the capability to understand and process tiny movements of muscle along with words and actions, which, say, for a very good candidate on paper, may say “something is not quite right”. And that “not quite right” finally turns out to be a false CA certificate, as was the case with one of our hirings for a CFO for a hotel group.

Many arguments have been made on the greatness of intuition, case in point being ‘Blink’ by Malcolm Gladwell, but his examples only goes to strengthen this point- great intuition only comes from great experience.

There is also talk of, if too much technology may be harmful for the business. Recently a manufacturing plant upgraded their computer processors for better speed and spent more than Rs 40 lakhs for the same. However the plant workers uses simple spread sheets and databases, so this up gradation was wasteful expenditure. Technology is only valuable if it can make your business faster or better or make more money. In fact, where you make use of technology itself is up to the gut feeling of the manager in charge!

Intuition may also be a bad weapon in the hands of a bad hiring manager. Only a person with years of experience in handling both sides of the table- the client and the candidate- can make these very subtle distinctions and catch the nuances. Today with the advent of technology in the social sphere in the form of networking sites which are being used in almost every company for their hiring purposes, it becomes even more important for the screening process to be even more stringent. Ironically, this screening is best done by an experienced head hunter, who, I dare say, can easily separate the wheat from the chaff, even from a linkedin.com or a monster.com!

My view is that which intuition is infallible and will always be, it has now found a good partner in technology. Intuition is good in the hands of a person who second guesses, doubts himself and searches for data to validate his or her decision. One must remember that intuition also comes from the mistake one makes throughout ones career. Therefore, a wise person will not only use his or her gut feeling to make a decision but will also corroborate this decision with proper analysis and use of data. Intuition followed mindlessly can become dangerous for the company as well as or the person.

Jyorden Misra
Re-worded in parts for reproduction by Payal

Why making the right hire is so important

Have you heard of this one? Supposedly one bad hiring costs the company Rs 20 lakhs.

http://www.hindustantimes.com/business-news/CorporateNews/One-bad-hiring-costs-Indian-companies-over-Rs-20-lakh-survey/Article1-1058966.aspx

While the corporate world is still divided as to the importance of having a good executive search firm, it is now proven what a bad hire can do to the financials of your company.

"As per the study conducted by global human resource consultancy CareerBuilder, 88% companies in Russia said they were affected by bad hiring last year, followed by 87% in Brazil and China and 84% in India.

The percentage of such companies in the US was much lower at 66%.

The study further said that three in every ten Indian companies (29%) reported that a single bad hire -- someone who turned out not to be a good fit for the job or did not perform well -- cost the company more than Rs. 20 lakh ($37,150) on an average.

In comparison, 27% of US employers reported that a single bad hire costs them more than $50,000"

Recently we were approached by an NBFC in Chennai, a start up firm, and in my meeting with them, their HR Head confided that they have been trying from some recruitment CV sites and some networking sites to get solutions to their hiring requirements, but after trying for over a year, the "proper fit" has eluded them. What they get instead is a landslide of resumes from candidates who are remotely connected with the industry, function or any JD mentioned. Usually they are not equipped with the experience, time or energy to sort through this bombardment of resumes.

While global search firms do come at a price, (which you are not paying for your linkedin hire, or for the person your in-house executive searched from monster.com), it is still an experienced search consultant who is equipped with the knowledge of how to use the tools of the trade best. 

"When you add up missed sales opportunities, strained client and employee relations, potential legal issues and resources to hire and train candidates, the cost can be considerable," said CareerBuilder CEO Matt Ferguson. "Employers are taking longer to extend offers post-recession as they assess whether a candidate really is the best fit for the job and their company culture," he added.

It has been seen that apart from poor performance, a hire becomes a failure when there is a skills mismatch. There might also be a culture difference. That is why the experience of a hiring manager is very important. If you are using external agencies for your hiring purposes here are the things to remember: 

• providing a clear job description, and stick to it. Take time to build the right job description. Many companies are not sure of their JD when they send it out to consultants and then keep changing with time. Try and avoid that scenario. It makes it difficult for everyone involved and is a waste of time for you, the consultant and the candidate being considered.
• meeting with the consultants to give an idea of the company culture
• being clear and precise in the hiring brief is very important
• spending time with the candidate, usually more than one meeting is necessary to even check the basic skills. Multi level meetings are required to understand the cultural background and attitude of a person
• checking soft skills like working in a team and attitude
• wooing the right candidate. It may translate to more money but the cost will be more than made up.

When it comes to hiring the right person, you need not leave anything to chance. A good agency and a good HR manager will ensure you get the right fit without having to swim through a sea of bad resumes and wasting any time. 

CEO SUCCESSION PLANS IN COMPANIES AROUND THE WORLD

INTERSEARCH SURVEY

Fewer than half – just 45 percent – of executives from 34 countries around the world say their companies have a process for conducting CEO succession planning, according to a recent survey by InterSearch Worldwide, a leading global executive search organization operating in more than 45 countries.

"Forward-thinking, responsible companies have robust processes for CEO succession planning, so it may astonish some readers that fewer than half of the companies represented in our survey actually do," said InterSearch Chairman Frank Schelstraete. "Our advice to the 55 percent that do not: never let an emergency situation catch your company by surprise. Executives can resign or even pass away unexpectedly. Establishing a CEO succession plan should be a fundamental obligation of public and private companies – of any size, in any region – and their boards."

Data by company size

In terms of company size, the larger the company the more likely it was to have a CEO succession plan. Among the largest companies in the survey (those with annual revenue of more than US$500 million or approximately 400 million Euro), 73 percent have a CEO succession plan.
The data were more evenly split among medium-sized companies (those with annual revenue between US$50-500 million or approximately 40-400 million Euro) with 49 percent having such a plan.
And among small companies (those with annual revenue under US$50 million or approximately 40 million Euro) only 17 percent had a CEO succession plan.

Data by geographic region

By geographic region, 38 percent of companies had a CEO succession plan in place in EMEA, which includes a wide range of countries from this diverse region.
In the Americas, where respondents came primarily from the United States, Canada, and a few South American companies, 74 percent of companies had such a plan.
And in Asia, 53 percent indicated their companies had a CEO succession plan. This region's respondents came primarily from Australia, Japan, India and South Korea.

Other data

Nearly three-quarters (73 percent) of all respondents say their companies review and/or update their CEO succession plan at least every three years, with a majority (56 percent) doing so once every year. Twenty-seven percent do so only as needed.
Most companies generally think their CEO succession planning is satisfactory or better. Seventy-nine percent of all respondents rate their plans as good (43 percent), very good (33 percent) or excellent (3 percent). Nineteen percent rated their plans as fair (16 percent) or poor (3 percent).
Comments from survey respondents describing the effectiveness of their company's CEO succession plan in identifying qualified internal and external candidates included:
"My estimation is that we have a good process in place. Internal candidates are monitored and assessed regularly [and] we have a programme to attract external talents."
~Large private firm, Switzerland
"The updated and regularly reviewed database provides good number of qualified persons. External candidates are not properly followed."
~Large private firm, United States
"Both the succession plan as well as standardized nomination and handover processes are established. As always, there are situations where the defined process is violated."
~Large private firm, Austria
"The process [has been] clear and consistent over the years. The succession plan usually considers internal candidates who have been growing in the organization [in] high responsibility roles."
~Large private firm, Italy
Of the respondents, 70 percent came from private companies while 30 percent came from publicly traded companies. Of those, just 38 percent of private companies said they had a CEO succession plan, compared to 61 percent of public companies that did.
InterSearch conducted the online survey of executives around the world during the two months from 1 December 2012 through 31 January 2013.
Additional survey results can be found here:
https://intersearch.org/images/documents/news_releases/CEO_succession_IS_survey_statistics.pdf
https://intersearch.org/images/documents/news_releases/CEO_succession_planning_for_midsize_companies.pdf

About InterSearch

InterSearch Worldwide is a global organization of executive search firms consistently ranked amongst the largest retained executive search practices in the world. InterSearch is currently operating in more than 45 countries, staffed by local professionals selected for their experience and reputation in their own markets and their ability to operate internationally. For additional information, please visit www.intersearch.org
Media contact: Eric Sodorff +1 847 922 4370 E.Sodorff@intersearch.org

Spearhead Intersearch is