Building the culture of accountability.

Building the culture of accountability.

Help people achieve organizational goals through experience and common sense

How do managers do their jobs? How does the decision-making process look like? Is it identical with the task of managing?

 A chief officer once said all the information required to make a full rational decision is never readily available despite the various levels of managers working with him.

People forget that the real world of organizations is full streams of actions, processes and events. The result are key. To produce a quick output or service delivery, you need to be accountable for your actions. Faster decision is required. One cannot map a decision-making process in a well-written DOA (delegation of authority) and instruct managers to act upon the compliance manual.

An organization is made up of complex elements. There are complexities about preference that enable people to develop organizational goals through experiences and common sense. Complexities create work challenges and save an organization from being monotonous. A well-prepared job description is more than enough to deliver the agreed accountability.

One manager warned his staff to work carefully; otherwise, internal audit will catch their lapses. It seems that the employees were mandated to perform their tasks to cover up audit requirements. Is it right? If a working environment is controlled by compliance and audit, it will witness lack of accountability. People will not make rational decisions. More signatures required to process documents means more delays, and no one is accountable for the end results.

A decision is action in process. It is not the result of authority, but the outcome of accountability. Such concept of decision making gives us a better understanding of the complexities in an organization. Through it, we can become aware and self-reflective of the diverse expressions of the decision activities in specific situations and the implications of the way we do things to create a performance-oriented culture.

Career Tips.

A well-prepared job description can foster accountability

Enable people to make rational decisions to achieve goals

A decision is action in process and the result of accountability

Is your organization properly designed?

Is your organization properly designed?

A well-crafted job description defines the quality of a company.

Job description (JD) is the basic document which gives a pictorial view of the job. I call it picture because it gives clarity to each person who reads it – the jobholder, department head, hiring manager, compensation and benefits managers, and administration and training manager. Though its most frequent use is in hiring, without a properly written JD, it is not possible to assess which candidate is the “right fit.” Just like a candidate with a CV which becomes the basis for determining whether to shortlist him/her for interview, similarly the JD becomes the basis for assessing the candidate.

All interview questions flow out of the JD items. Once a newcomer joins, it helps the department head to explain to the new joinee what is expected of him/her. To the compensation and benefits manager, it helps him decide on salary and other emoluments, and compare its relative worth in the organization.

To be complete, ideally a good JD should contain the location, reporting and hierarchical level of the job; key accountability, goals and tasks to accomplish those activities; software and other system-related tools the jobholder needs to be proficient in.

Jobs sometimes become redundant and need to be revised or enhanced. This can happen with changing technology, processes or resources. A properly written job description makes it possible to communicate these changes.

Written down JDs make it possible to benchmark jobs against competitors. This exercise is carried to understand industry practices and assess whether you are overcompensating the jobholder to do a certain job or underutilizing him/her. A properly written job description is indicative of a properly designed organization. 

Career Tips

JDs should contain the required skills, competencies, goals, etc.

Well-written job descriptions can lead to the best candidates

They are also able to communicates the changes within the firm.

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Essentials of planning and job design.

Essentials of planning and job design.

HR must have a broad knowledge of the organization’s motivational climate

Job design must be based an organizational planning, but who decides on such plans? Planning is joint task of business strategy and HR. if you allow the managers to structure an organization, they will come up with a chart with more jobs, and create silo boxes which are unnecessary. HR must intervene and advice on the needed structure.

One big organization once employed an organizational director from South Africa. She then created senior director, director, senior manager, manager, and assistant manager posts for the legal department. If we look at the job descriptions of said posts closely, they are essentially the same jobs with one reporting to another a vertical silo. Later, during the recession, the company realized it had to slash positions which were not essential in the first place.

Creating ‘boxes ‘must be based on projects and the workload. Based on my experience, there really is no difference between a senior manager and a manager. I have seen senior managers’ workstations that are bigger than a manager’s desk, but I have not seen any work difference, except that a senior manager is a boss of a higher rank.

Roles need to be designed rather than by merely created job titles. For a company, you need one CEO. For a department having a single function, you need one manager. Organizational planners must focus on processes and activities, not on creating posts.

Job design is a fundamental process that comprises business goals, the organizational plan and long-term strategy. There are many forces such as changes in technology, available talent/ skills and staff, and the supply market to consider in deciding the workload. Having a manpower plan will ensure a rational approach to organizational planning, and must be done by highly efficient HR professionals.

Career  Tips

 Planning is a joint task of business strategy and HR executives

Creation of job ‘boxes’ must be based on projects, workload

Roles must be designed rather than be merely created job titles

8 Management lesson to learn from Mahabharata.

8 Management lesson to learn from Mahabharata.

Mahabharata is considered as the largest epic of the world. It's said that whatever is not there in Mahabharata is not anywhere else. So, we will try to find out some intricate management messages that are relevant even today. Our main focus would be the Great War that changed the course of the Third Age of Man.

Objective
The war is a kind of target that you have to achieve. So, there are many things that will need planning. You need to plan the execution process, limitations, team members and leaders, etc.

Preparing for the target
Karna went to subdue other kings so that he could get their wealth. On the other hand, Arjuna, Bheema and Yudhisthra set out to acquire Divyastras, strength and strategic wisdom.

Management Lesson: 1
Try to tap new opportunities instead of simply focusing on killing your competition. If your competition dies, there is only a smaller growth in your business because there would be another one in a short while. Instead, if you go for newer opportunities, you may have added strength to your business.

Allies
Kaurvas had a few allies; while Pandavas, worked to garner more allies so that they can gain more support. They established various relationships through marriages.


Management Lesson: 2
While working on a big project, it is good to extend to other people who can contribute in whatever way or portion. The more allies you have working for the achievement of your target, the more chances you have.

Leadership
Kauravas had a one-man leadership hierarchy. The whole of the army was under one person's command. On the other hand, Pandavas had different generals directing the operations.

Management Lesson: 3
Share your responsibilities when you have a huge target. It is good to have different people looking after different departments and answerable for their own tasks. If you have only one person making all the decision, things could turn messy.


Team Spirit
This is where Kauravas lacked a great deal. All the great generals of Kauravas including Bheesma, Drona, Karna, Shalya, etc. were fighting individual fights. However, Pandavas had only one team bound by one goal. All participated in decision making process and contributed their skills.

Management Lesson: 4
It's important to have a good team that gels nicely. More importantly, all the team members should be given due consideration while making decisions. Individual goals are good but team goals can be met if everybody contribute his/her lot.

Individual Motives
Kauravas had individual motives but they could not help the group motive. Only Duryodhna wanted the war. While Pandavas had their individual vows and oaths to keep, they worked towards the common goal.

Management Lesson: 5
Align individual goals and skills to the group. It will help you get maximum output because every individual is pumped to fulfill his/her personal goal, which in turn is fulfilling the common goal.

Committment
Commitment is very important. Kauravas were short on this. Almost every one of them had personal bias and points where they said they would not be committed to the war. While Pandavas were committed wholeheartedly and were willing to do anything to achieve the common goal even if it means laying aside personal agendas.

Management Lesson: 6
If the people in the team are not committed to lay aside personal preferences, the team won't work. Make sure the common goal is achieved even if it means keeping the personal goals pending.

Right Managers
Pandavas were very good in this. They knew how to inspire, how to take benefits from faltering enemies, how to expose their weakness and whenever needed seek guidance from others.

Management Lesson: 7
Put right people at right places. If the managers or team leaders are not able to inspire or provide directions, the team won't function effectively. This is surely one of the most important aspect of any management team.

Women Empowerment
Kauravas were all patriarchal structure. Gandhari was not heard and there was no participation of women in decision making. On the other hand, Pandavas relied heavily on this--Kunti, Draupadi, and the mothers of other warriors like Hidimba (Bheema's wife) and Subhadra (Arjuna' wife).

Management Lesson: 8
It's important to tap the potential of your better half. Masculine traits of aggression and dominance should be balanced with harmony and sustenance.

Compilation
So, it's good to build teams, have right kind of managers, group goals over individual goals, women participation, inspiration, acknowledgement.

What is your biggest weakness?

What is your biggest weakness?

Learn how to get past through this question during jobs interview

Attending interviews for a job is part and parcel of corporate life. Most of us take due care and prepare ourselves with prospective questions that will help us navigate the interview in a professional manner.

One question that stumps most interviews is when they are asked about their biggest weakness. it is important to answer this question without getting stuck. All of us have weaknesses and there is wrong in admitting about them. Unlike in other times in a job interview it is important to answer this question In a professional manner that will establish yourself as the right candidate.

Smart candidate always turn a weakness into a strength  For  example, too much attention to detail can be stated as a weakness which might be strength by many organizations. You can provide examples that will strengthen your proposition.

Certain people highlight a weakness and follow it up with examples of how they have overcome the same. My friend, Mr. Om Mehta of Avant Consulting, gave me an example of how one of his team members made effective use of the exhibitions that place in Dubai to enhance his knowledge base and overcome his lack of knowledge.

Remember the objective during an interview is to highlight your positive traits rather than your negative ones. Highlighting this aspect portrays the candidate as a person who takes interest   in his career growth

Also remember that it is important to tackle this question in a positive manner. I have seen instances where some candidates have stated that they do not have any major weaknesses. this will never help the candidate create the right impression. The interview is the first step towards a better career and make sure you are well prepared.

 

Career Tips

Smart candidates always turn a weakness into a  strength

Strengthen your proposition by providing various examples

Create the right impression by highlighting your positive traits

Flat organization a workable structure

Flat organization a workable structure

It empowers employees to become their own boss and take more responsibilities

How is your company structured? What is your definition of profit center? Does your title matter? Do you believe in position or disposition? Do you have a lean team?

A technician from a certain company clarified my doubts. He said that their India branch, which has a lean team, a tight handle on costs and a smattering of innovations, has continuously raked in profits from year one. The company follows a flat hierarchy and a short decision-making path. It uses a unique set of HR rules to recruit, empower and reward employees.

The company’s employees are well-equipped to attend sales calls and discuss product specifications. The MD handpicked every employee. He did not expect high-flying executives. He created a structure that satisfies his organizational mindset. The executive employees were trained in the company’s way of doing things. The employees are empowered with high accountability. In short, the MD takes exceptional care of his people.

The company uses the internal vacancy policy in true spirit. The staff enjoys a high degree of freedom and transparency. They have access to financial and business information. They set productivity targets. Here, every employee is a profit center. The staff attrition rate is zero, except for a few leaves for family reasons.

A happy employee is his own boss. At the shop floor, only a few technicians manage it. They do not have supervisors. Because of the ERP system, the efficiency level of the company is comparable to those of leading manufacturers and assemblers.

The company does not have exclusive HRD and quality managers. Everyone acts a HR and quality man. Accountants do not complicate the bookkeeping process. In the end, they do not create jobs but they work for an organization which is flat, fast and furious.

 

Career Tips

Firms with a flat organization structure have less managers

They involve their employees in the decision-making process

They create happy employees and have lower attrition rates