Archive for the Human Resources Category

CHINA’S + 1

Posted in Human Resources, Strategies on February 9, 2012 by MD OBSERVER

Recently had a session with a group of highly talented new HR and Development  Consultants to ASEAN , the discussions with whom made me to think and ask this question:

Will Vietnam be China’s + 1?

‘Crowding out’ effect of China has worried many for the past years, but yet again China presents itself a big opportunity!  China could become world’s fastest growing economy by turning itself into the world’s largest factory.  While China’s dominant position on this is not a question, rising overheads and wages are driving many companies to look for alternatives and additional low-cost manufacturing in the region.

With joining WTO in 2007, lower wages and strategic location, Vietnam is a convenient bridge between Southeast Asia and China. It is so well-situated that entities are growing a “China’s + 1” approach towards this nation of  87 million people.

However Vietnamese are hostile to China and that they know running their business in the shadow of a giant dragon isn’t easy and risk free, but their ruling Communist party has maintained close ties with Beijing and opened up their economy to private sectors by similarly putting ideology aside.

Vietnam’s economy has been growing over the past decade and according to World Bank the country attained “Average/Middle Income” status in 2011. However there is macro economic instability there, but in my view Vietnam can resolve that by fostering reform in their bureaucracy, education system, infrastructure and boosting exports. Vietnam can certainly gain from China and enjoy being ‘China’s + 1’ .

CHANGE IS INEVITABLE!

Posted in Human Resources, Uncategorized on October 18, 2011 by MD OBSERVER

The current affairs and the protesters behind Occupy Wall Street have made me to write a few words on ‘Change’!.

In my opinion what we are witnessing is stepping into level two in the intensity levels of need for change and most probably it will soon get into the third level, which is component for a sort of revolution!

Let us look at the levels in turn:

Change is a relation between what come prior to the change (the old) and what comes after it (the new); or it can be the other way round. The difference in the levels reflects whether the new comes before the old or after it.

As we develop and progress throughout life, it is often necessary for us to change some of our attitudes in order to adjust ourselves into changing circumstances.

Attitudes can be changed either by experiencing different consequences of established behaviour, for example, if we find ourselves in a new situation, or by changing our beliefs.  In every society, within the process of personal development and progress there are three levels of change. These psychological levels are those of beliefs, attitudes, and traits.

1 – Change of beliefs: This form of change is comparatively a moderate one. It is concentrated in change of beliefs; therefore, it is ‘mind’ centered. Since this form of change is relatively mild, neither the individual nor society experiences much depth of psychological pain and sorrow during the course of change. This level is the component for Political Reform!

2 – Change of attitudes: This form of change is a comparatively major one, which is quite difficult to undergo. It reflects the attainment of awareness and required understanding of the core needs for change. This is the way to clarifying problems and often the two factors of ‘feelings’ and ‘emotions’ play important roles here. Since this form of change is a major one, both the individual and society will experience pain and sorrow that is deep and extensive. This level is the component for a Political Rebellion!

3 – Change of traits: This is comparatively much deeper and relates to ‘motivation’. For example, a person who is obsessed with power and money, is unlikely to respect anyone who is weaker and less fortunate than themselves; in order to develop respect for others, the obsession with power has to fade in importance first. In this example, the motivation has become the desire for power, and ‘respect’ is the trait, which is lacking.

In a changing world, in order to find psychological balance in such matters, socially-centered idealist people need to develop traits of individuality, and the individual idealist needs to develop traits of social concern. Since in such situations people feel pain and sorrow due to lack or absence of ‘will power’, they most probably tend to join forces by sharing beliefs and supporting one another’s attitude for their common cause to establish change. This level is the component for a Political Revolution!

Let us not forget that the main factors of Change are ‘feeling’, ‘beliefs’ and ‘traits’, which are all connected to the “willpower”.

And the will of people is quite simple: a different ‘trait’, “a fair trait”. It all began from a simple march (an expression of reform) went on to use of pepper spray and mass arrests (an indication of rebellion) and now spreading worldwide (igniting a massive revolution).

Change is inevitable!

BAD BOSS: A CHALLENGE MANY EMPLOYEES FACE

Posted in Human Resources, Management on May 2, 2011 by MD OBSERVER

Generally a bad Boss is described as a bully, picky, petty, intrusive and controlling individual. They often make employees weary and frustrated; interactions with them usually reach dead ends; they take credit for employees’ work and never provide positive feedback or support; they tend not to keep their schedules with the employees and they usually fail to support their staff under pressure.

A bad Boss can be found in every organisation; however, the definition of “BAD” could depend on the employee’s requirements or needs, and whether the Boss has the essential managerial skills to satisfy those needs. Therefore, “Bad Boss” can be situational! In one of my recent coaching sessions with a senior officer at a major Bank, I sought the reason behind his reluctance in giving directions and feedback to his team. He said that he assumed by not providing directions, he was ‘empowering’ his team!

In another department a manager who was micromanaging every aspect of the tasks at hand was not realizing that he was insulting the intelligence of his competent staff and that he was doing it actually due to his own insecurity. So, sometimes they don’t know that they are bad! Perhaps they lack training or they are overwhelmed with their own job requirements so much so that it prevents them to support their staff. Or maybe they are promoted quickly and their experience and reporting responsibilities don’t match up.

For whatever reason, the bottom line is: bad Bosses don’t share employees’ values and that is the problem. How to tackle?

Well, start by talking with them. Tell them what you need in terms of feedback, directions, support etc. Do not tell them they are bad bosses because this is counterproductive and raises tension. Ask them how you can contribute to help them to reach their goals and provide the needed assistance.

If these two did not help you, go to your Human Resources and share your experience and feeling with them. If that didn’t work either ask for an appointment with your Boss’s manager and seek their advice. Since your current Boss may get offended, make sure you have done what you can between you before taking your issues up the line.

If you believe the problem is that your Boss can’t OR won’t change, ask for a transfer to another department, which would suggest that you surely like your organisation, employer and your work. If a transfer is unavailable, begin your search for a new job but plan and conduct  this carefully.

WANT TO SEE LEADERS EMERGING?

Posted in Human Resources, Organisational Culture on July 7, 2010 by MD OBSERVER

Those in middle management positions are the key here! Why?

Because they are the ones who actually turn strategies into implementation.

Middle managers and their team are crucial to translate your organisational ‘vision’ to ‘action’.

I have observed that many effective managers with good practical ideas are prevented to deliver and eventually they lose their effectiveness.

Not only should organisations develop a culture of trust on mid management but also treat them with the respect they deserve.

Once you unleashed the talents in your mid management, you would see more leaders emerging.