influence

collaboration

Collaboration…a tool to achieve aspirations!

Every leader wants to see collaboration among his/her associates; every team needs collaboration to succeed. But is every individual made of similar mindset to collaborate? How easy or complex is it to influence individuals thinking and motivate them to collaborate? And why is collaboration so keenly pursued expectation? Let us explore! Why is collaboration so important? The way organizations are usually structured is very interesting. On one end, we see that no single business process can be executed by one individual or one department. Take for example, how a pizza gets delivered to your home. Imagine how many people need to coordinate seamlessly so that your order is delivered to your home without any hassles. If there is any slippage or gap in communication and coordination among the staff, the final customer delivery will not happen. Therefore, collaboration among all the related individuals is not simply desirable but essential. On the other hand, some of the departments oversee each other so that there is a better control on the overall business. Take for example how bank loans are processed. While the sales people’s objective is to generate as much business as possible by issuing loans, there will be another department that constantly assesses the risk attached to every loan account. While sales people want loans to be sanctioned speedily, the risk – assessment team will slow down or sometimes rejects a particular request for the loan. In this case, unlike the pizza example, collaboration is complex because both the departments are at loggerheads with regard to their goals. Yet, both these employees belong to the same bank and therefore are expected to collaborate. They both need to present one single voice and view to the end customer! How does individual look at collaboration? In organizations, diverse individuals who do not know each other come together to perform their job. They come into the organization primarily to serve their individual needs such as livelihood, learning, satisfaction, power, recognition and so on.  These are the aspirations that each individual needs to pursue. Deep down, individuals will look at collaboration as a tool to achieve their aspirations. If it helps them achieve their personal goals, then individuals will not mind to collaborate. That is, if I collaborate with others, they will help me achieve my target and that gives me money and recognition. What if collaboration is against their personal goals? What makes collaboration complex? Is there a way organizations and leaders can instill collaboration? Let’s discuss these questions in our upcoming blog. Excerpts from the article – Complexity of collaboration By: Dr.Raj, Published in HR Mirror, Hans India.Follow Dr.Raj on Twitter @drraj29 

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Personal Development

Who are you including in your inner-circle?

This question is relevant in general to everyone; and in particular, more relevant for a leader. Why is it relevant to everyone? You are influenced quite a bit by the people that you frequently interact with. Your thoughts, attitudes and general outlook will be shaped by the interactions that we have with those who are close to us. Therefore, it is important to pay attention to the kind of people that we network with and entertain proximity. Why is it more relevant to a leader? As a leader, you will tend to provide greater access to those who are in your inner circle.  They enjoy greater freedom to express to you. You may in turn trust them more and delegate more. As the relationship further deepens with the inner circle, they may become your channel to communicate with those who are beyond the this circle. You will see the world based on the information provided by these people.  In the process, those who are in the outer circle tend to feel distanced from you as a leader. They may wonder what are the criteria for inclusion in the inner circle. Traps to Avoid Depending upon the type of people that are included in the inner circle, tone can anticipate the likely effectiveness of the team as well as the leader. Watch out those leaders who may take a liking to those who always say YES to them; who are obedient and submissive; or who are like the leaders; or who are not more competent than the leaders. While leaders may find it easy to manage such a circle, it will soon have its negative impact on the overall effectiveness of the leadership! Watch out  – who are you including in your inner circle?  Find more about inner circle from our previous blog “What is wrong if a leader has inner circle?“ by Dr. Raj, published on 11th Mar’14. Article By:  Dr. Raj, CEO,  HR Footprints Management Services Pvt. Ltd. Follow Dr. Raj on Twitter @drraj29

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Anyone can be a leader – if you choose to be one!

Firstly, upfront let us state that leadership is not a position; it is action! You can be a leader if you choose to be one! What does it mean to lead?  Leadership is the ability to understand the bigger picture, collaborate, influence, share and bring the best of self & others to achieve the goal. To perform the above action, one need not have a position as a prerequisite. Therefore, we say that anyone who can perform this action can be a leader. Of course, if one is offered a position, it may facilitate the leadership action better. However, leadership is not contingent upon a title or position. Anyone can become; but a few become While anyone can be a leader, only a few will actually end up demonstrating leadership. Why? While I have the opportunity to lead, I may not have the desire to lead. Unless I choose to lead, you cannot expect leadership from me! What drives such a choice to lead?  It is rather a complex question. You may expect some returns and therefore you lead. Or you lead because you are driven by the purpose. Either ways, you need to have a reason to choose leadership. If it is intrinsic influence, then your energy to lead is likely to last longer despite hardships.  Article By: Dr. Raj, CEO, HR Footprints Management Services Pvt. Ltd. Follow Dr. Raj on twitter @drraj29

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Use of psychometric tools in HR

Psychometric tools are not a new concept in HR. We have been listening this word for a pretty long time. These tools help in understanding the individuals’ mental capabilities and behavioral style and also identify the hidden aspects of an individual that are difficult to extract from a face-to-face interaction. But a word of caution is these tests only help in understanding the candidates behavioral style and these tools are alone not the decision makers at any stage of the individuals career. These tools are generally used in Recruitment, Development and Retention of talent. Any psychometric tool has to be used upon careful understanding of the objective and the type of report each tool generates. Type of Psychometric Tools: Today we have various type of psychometric tools in HR, below are few majorly used tools and their importance: DISC Profiling DISC profiling measure four key factors of an individual D – Dominance I   – Influence S – Steadiness C – Compliance This describes an individuals’ behavior under various situations such as normal situation, under work situation and r under pressure. This also describes an individual’s leadership style, Fears, Motivators and if the person is currently undergoing any pressure/ tough situations and those or work related or personal problems. DISC is majorly used during the recruitment process as this helps organizations identifying the individuals’ behavioral style and accordingly the interviewer can probe questions based on the report  MBTI (Myers Briggs Type Indicator): The Myers-Briggs Personality Type Indicator is a self-inventory test designed to identify a person’s personality type, strengths and preferences. The identification and description of the 16 distinctive personality types that result from the interactions among the preferences”. Favorite world: Do you prefer to focus on the outer world or on your own inner world? This is called Extraversion (E) or Interversion (I) Information: Do you prefer to focus on the basic information you take in or do you prefer to interpret and add meaning? This is called Sensing (s) or Intuition (N). Decisions: When making decisions, do you prefer to first look at logic and consistency or first look at the people and special circumstances? This is called Thinking (T) or Feeling (F). Structure: In dealing with the outside world, do you prefer to get things decided or do you prefer to stay open to new information and options? This is called Judging (J) or Perceiving (P). Your Personality Type: When you decide on your preference in each category, you have your own personality type, which can be expressed as a code with four letters. There are 16 personality types of the Myers-Briggs Type Indicator® instrument and this tool is majorly used in Talent development and retention process. FIRO-B: The FIRO-B (Fundamental Interpersonal Relations Orientation-Behaviour) instrument is a personality assessment that measures how you typically behave with other people and how you expect them to act around you. According to this theory, individuals are motivated by three interpersonal needs which are inclusion, control and affection. Inclusion: The amount of belonging, attention, and recognition desired in social settings.  The need to be recognized as participants in human interaction Control: The level of influence, structure and responsibility desired. The need to make a difference in one’s social environments and to have some say over what happens Affection:  The level of rapport, warmth and support desired. The need to be liked or loved (a lack of this can lead to feelings of alienation). Benefits of these tools: Very easy to administer Can be done for Individual/group of people Can be administered online Saves lot of time Quick and reliable results Keep tracking this space to find out whether the psychometric tests alone are deciding factors for selection and the key parameters for consideration while taking these tests. Article by: Saritha Dhulipudi,  Sr. Consultant – HR Footprints Management Services Pvt. Ltd.

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Is it fair to perceive those who are poor in English as less competent?

“The story published by Times of India (dated January 5, 2014) triggered these questions and worth giving a thought which says fluent English speakers earn 34% more than others do.” – Dr. Raj Follow Dr. Raj on Twitter @drraj29 Do we actually perceive some one to be less competent if he/she speaks poor English? Is it possible to hide functional incompetence behind confidently spoken English? To what extent the HR tools and managerial assessments go beyond the poorly spoken English and test the competence to perform the job? Is English proficiency a threshold competence and a base criterion?  While some of the roles demand English to perform the job, there may be some roles where English may not be required to perform the job, but it still influences how one is perceived at work place. The story published by Times of India (dated January 5, 2014) triggered these questions and worth giving a thought. It says fluent English speakers earn 34% more than others do. Is it fair to perceive someone as less competent due to poor English? Is the managerial judgment influenced by the English proficiency? Are the competence assessment tools unfairly rating those who are poor in English? Is it true that those who are in poor in English need to work harder to prove their worth functionally?  Follow us on Twitter @hrfootprints

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beginner

Beginner? Do not get carried away!

During my first job in Mumbai, I had an interesting experience that taught me an important lesson in my career. Let me narrate the story in detail. If you are a beginner, you can relate. It was about 15 days into the job and I was still figuring out how things happen there and what I was supposed to do. Being the first job and far away from home, I was feeling lonely and was searching for people who I could be friendly with. I found a guy called Atul who was very friendly and caring. In addition, he could be my buddy as he knew in and out of that organisation. After all, Atul was eight year experienced in that place and i was just a beginner! Atul used to wish seniors that we might bump into in the corridors. They used to reciprocate with an occasional leg pulling ­ which I enjoyed very much! My inner feeling at that stage was: “When will I become so confident and comfortable with all?”. The organisation had a very huge campus and moving from one building to another required good long walk. As I was walking with Atul, he suddenly saw someone at a distance and gave a shout. The other person responded. They both conversed standing at a distance and speaking aloud. Again, my thought was, “When will I become so confident that people listen to me the way they do with Atul?“ One day, Atul told me that he would sneak out of office a couple of hours early. I curiously asked him about seeking permission to leave early. Carried away… His reply was very perplexing; he said, “Who will watch us in this vast campus? Just step out”. I envied Atul for the way he defined his own freedom. “When will I be so liberated that I could write my own rules?” (No card swiping or biometric system was prevalent during those days!) I continued to adore Atul and was getting more influenced by him. The way he related with people, the way he got his things done for him; the way he exercised his freedom…. I thought the workplace would be so nice the moment I become like Atul. My homesickness started to wane away! However, the story had a different twist! One morning, I joined Atul at the breakfast table (now you could imagine how emotionally dependent I was on Atul!). We finished our coffee and I was walking to the work desk. Atul said, “Let us go to the gate for a pan!”. It was already nine o clock in the morning and I was hesitant to walk with Atul. In his own style, Atul almost grabbed me out. It was 9.05 AM and we were at the gate. Atul was happily chewing the pan and chatting with others (how did he know so many people in the organisation? I was impressed once again). Someone offered him a cigarette and he was smoking away! I was simply a spectator – neither I chewed pan not smoked. It was 9.15 am and I was feeling very uncomfortable for not being at my desk. Realization… Exactly at that moment, I saw a company bus entering the organisation campus and my lady boss in it. I had an uncomfortable eye contact with her and I could read something not so pleasant in her expression. Finally, I reached my desk 25 minutes late and soon received a call from my lady boss ­ who was of my mother’s age. She spoke to me the way that was never before. “Remember, you are just 15 days old in this organisation; no one knows what exactly would be your performance; you need to earn a place professionally; if you follow the practices of people who are established and proven themselves, you will be wrong. They earned it over the years; you are a beginner, don’t get carried away!“ As I was struggling to receive such straight feedback, my boss continued in a caring voice. “Respect rules, until you earn your freedom. Respect seniors, until they give you space to get closer. Be formal, until people are informal with you. There is nothing wrong in being a little more appropriate at workplace, especially as a beginner. If you need to err, do so on the right side!” This article was published in:  HR Mirror Hans India

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