"COST" to bring any failing company back to shape:
(CopyRight 2012; Benjamin Goh)
- C for Communication. Suggest to your boss to call for a meeting each with different groups or departments in the company. Let her speak to them and assure them that the company is in a bad shape but that it is not about to shut down. Challenge the staff to fight this battle together with the management to bring the company back to a healthy state. For those who are willing to fight, please stay. For others who are not willing to fight, they are free to go.
- O for Orientation. Orientate every staff towards the quality issues that your company is facing with the customers. The standards that every staff must note is that they are to give their best in producing the best. No internal argument or fighting but only putting all their efforts and time into making the best quality products and customer service.
- S for Standard Operating Procedures (SOP). At this point, have every department or section manager to review the existing SOPs and make sure that all of these lead to consistent quality standards, whether in product or service. It is not good to fluctuate up and down in quality...that means sometimes very high quality and sometimes very bad quality. It is best to be consistent or the same quality so that there is no surprises to both the internal customers (staff) and external customers (buyers of your company's products and services).
- T for Training. In any downturn situation of a company, many believe that training is the last thing to do. But this is in contrary and not true. Employees need to be trained to give and do their best. They need to be motivated so that they can work and give their best despite the problems that are brewing around them. The morale is low and so, they need to be distracted from these demoralizing environment and focus on team spirit, team building, more efficient and effective methodologies in getting their work done, and of course, a series of motivational talks to lift their spirits to a higher level.
Showing posts with label Human Resources. Show all posts
Showing posts with label Human Resources. Show all posts
Saturday, April 21, 2012
Thursday, April 1, 2010
RAFT - Key to Overcoming Relationship Problems at Work
RAFT - Key to Overcoming Relationship Problems at Work
(CopyRight 2008; Benjamin Goh, www.bensglobal.com)
R - Relationship.
No one is perfect in this universe and its almost impossible to always have a perfect fit with everyone around us! Therefore, what bridges the gap between an imperfect fit and a good bond are trust and relationship. If the relationship with the peer, colleague, customer, supplier, business partner has reached a level where they feel that we care more about them and their interests and a high level of trust has been established, then half the battle would be won in establishing a good working relationship with a genuine priority for the interest of the other party!
A - Adjust, Adapt and Align.
As in the book by Ilene Hochberg, "Who Stole My Cheese" (http://www.amazon.com/Who-Stole-Cheese-Ilene-Hochberg/dp/0762412364). The story is about four characters: Two mice named Sniff and Scurry, and two little people named Hem and Haw. These four characters live in a maze and live on cheese. (It is an allegory. It doesn’t have to make a lot of logical sense.) The story describes what happens to each of the characters as they face having to deal with the change that occurs when the cheese is no longer in the same place it has always been. The story makes the point about being prepared for change as well as coping with change when it actually happens.
Change is a constant. We can't avoid change even if we stick our heads under the ground like an ostrich. We have to embrace change and move on... Therefore, make adjustment to the changed situation (failure), adapt and then aligning to the new path ahead! As a Chinese saying goes.."Its impossible to force an ox to drink water". Thus, don't expect others to change. We should change for the better to fit the situation and match the other party.
F - Faith.
Very often, we lose faith of ourselves in situations where we are pushed down constantly and even worst, feel that we are not capable when we fail to meet up to the expectations of the other party. But in reality, failure is just a milestone in the path of success and FAITH is the fuel to drive us forward. As in Philippians 3:13 of the Holy Bible, "...Forgetting what is behind and straining toward what is ahead..." Therefore, we should treat the failure as a lesson learnt and continue to strive on to the target that we set for ourselves. The attitude of wanting to learn will help in boosting our faith in ourselves. The moment we stop learning is also the moment we will lose the impetus to venture through the thick and thin of our lives. Treat failure as one of the milestones in our learning process. Learning is not just about learning from others' knowledge and past experiences (successes, failures and mistakes) but learning is also about teaching and sharing our knowledge and past experiences. The more we share, the more we gain in the process! Therefore, equip ourselves with the spirit of learning and enjoy every moment of it and grow!!!
T - Tact
In all things, exercise tact in all circumstances! There is so much we can do to convince ourselves and others of what we can achieve for the benefit of others and ourselves. Ultimately, how we present ourselves to the people around us is a critical success factor for excellence in relationship at work.
...having said all the above, if there is a genuine intention of the other party to put us down, then my advise is for us to ship out and move on to greener pastures! If all is well, then let's focus our energy on shaping up for the benefit of making this world a better place to live in!
(CopyRight 2008; Benjamin Goh, www.bensglobal.com)
R - Relationship.
No one is perfect in this universe and its almost impossible to always have a perfect fit with everyone around us! Therefore, what bridges the gap between an imperfect fit and a good bond are trust and relationship. If the relationship with the peer, colleague, customer, supplier, business partner has reached a level where they feel that we care more about them and their interests and a high level of trust has been established, then half the battle would be won in establishing a good working relationship with a genuine priority for the interest of the other party!
A - Adjust, Adapt and Align.
As in the book by Ilene Hochberg, "Who Stole My Cheese" (http://www.amazon.com/Who-Stole-Cheese-Ilene-Hochberg/dp/0762412364). The story is about four characters: Two mice named Sniff and Scurry, and two little people named Hem and Haw. These four characters live in a maze and live on cheese. (It is an allegory. It doesn’t have to make a lot of logical sense.) The story describes what happens to each of the characters as they face having to deal with the change that occurs when the cheese is no longer in the same place it has always been. The story makes the point about being prepared for change as well as coping with change when it actually happens.
Change is a constant. We can't avoid change even if we stick our heads under the ground like an ostrich. We have to embrace change and move on... Therefore, make adjustment to the changed situation (failure), adapt and then aligning to the new path ahead! As a Chinese saying goes.."Its impossible to force an ox to drink water". Thus, don't expect others to change. We should change for the better to fit the situation and match the other party.
F - Faith.
Very often, we lose faith of ourselves in situations where we are pushed down constantly and even worst, feel that we are not capable when we fail to meet up to the expectations of the other party. But in reality, failure is just a milestone in the path of success and FAITH is the fuel to drive us forward. As in Philippians 3:13 of the Holy Bible, "...Forgetting what is behind and straining toward what is ahead..." Therefore, we should treat the failure as a lesson learnt and continue to strive on to the target that we set for ourselves. The attitude of wanting to learn will help in boosting our faith in ourselves. The moment we stop learning is also the moment we will lose the impetus to venture through the thick and thin of our lives. Treat failure as one of the milestones in our learning process. Learning is not just about learning from others' knowledge and past experiences (successes, failures and mistakes) but learning is also about teaching and sharing our knowledge and past experiences. The more we share, the more we gain in the process! Therefore, equip ourselves with the spirit of learning and enjoy every moment of it and grow!!!
T - Tact
In all things, exercise tact in all circumstances! There is so much we can do to convince ourselves and others of what we can achieve for the benefit of others and ourselves. Ultimately, how we present ourselves to the people around us is a critical success factor for excellence in relationship at work.
...having said all the above, if there is a genuine intention of the other party to put us down, then my advise is for us to ship out and move on to greener pastures! If all is well, then let's focus our energy on shaping up for the benefit of making this world a better place to live in!
Sunday, November 1, 2009
MANAGE - Tips to Managing Our Manager!
MANAGE - Tips to Managing Our Manager!
(CopyRight 2008; Benjamin Goh; www.bensglobal.com)
Management is a process leading to a goal or objective. Without a goal is like driving to nowhere. Have you tried jogging to nowhere? Its really exhausting physically and mentally as there is no checkpoints to motivate oneself to push on.
M for Milestones. This is the exercise that one must take to understand clearly and completely the goals and objectives set by the manager along the route (milestones) of the project and of course, the final destination (end-result)!
A for Attention to details. Initiate brainstorming sessions to tap more ideas from the manager. If she or he is not going to reveal her or his ideas voluntarily, then one must proactively create the situation to tap as much ideas from him or her.
N for Never say die. Self motivation is key to any success. As much as others can motivate us, the more important and critical is for us to be able to motivate ourselves. The successful person is one who is highly self-motivated and is self-driven to accomplish the task(s) given to her or him.
A for Adapt, Adjust, Align. Always adopt a mindset of change. Learn to move along with the waves and be politically savvy in as many aspects as one can. Talk less, listen much more. One who accepts change and move on is one who will eventually end up the victor!
G for Group. Never battle alone. As the chinese saying goes, "its difficult to break a bunch of sticks". Team up fellow colleagues (direct or indirectly) and have regular meetings (formal or informal) to tap on their views and ideas. Someone outside has always a different angle of looking at the things we do. Learning from others' mistakes and experiences are golden rules in the road to success!
E for Evaluation. Always evaluate one's progress and if unsure, ask questions. A manager may not guide one along but it does not mean that one cannot communicate to her or him and get as much feedback about how she or he feels about one's progress. Be proactive and place as many checkpoints along the way to allow oneside to be able to measure one's progress objectively.
A final note..fill the gaps of our manager and we fill the gaps to our bridge to success!
Of course, if the manager is out to destroy us personally, then get out as we will always lose. There is no point fighting a losing battle now .. there are golden opportunities out there waiting of us!
(CopyRight 2008; Benjamin Goh; www.bensglobal.com)
Management is a process leading to a goal or objective. Without a goal is like driving to nowhere. Have you tried jogging to nowhere? Its really exhausting physically and mentally as there is no checkpoints to motivate oneself to push on.
M for Milestones. This is the exercise that one must take to understand clearly and completely the goals and objectives set by the manager along the route (milestones) of the project and of course, the final destination (end-result)!
A for Attention to details. Initiate brainstorming sessions to tap more ideas from the manager. If she or he is not going to reveal her or his ideas voluntarily, then one must proactively create the situation to tap as much ideas from him or her.
N for Never say die. Self motivation is key to any success. As much as others can motivate us, the more important and critical is for us to be able to motivate ourselves. The successful person is one who is highly self-motivated and is self-driven to accomplish the task(s) given to her or him.
A for Adapt, Adjust, Align. Always adopt a mindset of change. Learn to move along with the waves and be politically savvy in as many aspects as one can. Talk less, listen much more. One who accepts change and move on is one who will eventually end up the victor!
G for Group. Never battle alone. As the chinese saying goes, "its difficult to break a bunch of sticks". Team up fellow colleagues (direct or indirectly) and have regular meetings (formal or informal) to tap on their views and ideas. Someone outside has always a different angle of looking at the things we do. Learning from others' mistakes and experiences are golden rules in the road to success!
E for Evaluation. Always evaluate one's progress and if unsure, ask questions. A manager may not guide one along but it does not mean that one cannot communicate to her or him and get as much feedback about how she or he feels about one's progress. Be proactive and place as many checkpoints along the way to allow oneside to be able to measure one's progress objectively.
A final note..fill the gaps of our manager and we fill the gaps to our bridge to success!
Of course, if the manager is out to destroy us personally, then get out as we will always lose. There is no point fighting a losing battle now .. there are golden opportunities out there waiting of us!
Thursday, July 30, 2009
FAIL - Obstacles preventing successful CHANGE
FAIL - Obstacles preventing successful CHANGE
(CopyRight 2009, Benjamin Goh; www.bensglobal.com)
F for Failure to take advantage. Management fails to take full advantage of the opportunities and benefits CHANGE provides.
A for Affect their job. Employees who are concerned about how CHANGE will affect their jobs and therefore, resist CHANGE.
I for Implementation uncertainty. Managers or supervisors are uncertain about how to implement CHANGE.
L for Legacy. Employees who don't believe in the CHANGE and don't want it to happen. They want to remain in their current comfort zone where the legacy system is.
(CopyRight 2009, Benjamin Goh; www.bensglobal.com)
F for Failure to take advantage. Management fails to take full advantage of the opportunities and benefits CHANGE provides.
A for Affect their job. Employees who are concerned about how CHANGE will affect their jobs and therefore, resist CHANGE.
I for Implementation uncertainty. Managers or supervisors are uncertain about how to implement CHANGE.
L for Legacy. Employees who don't believe in the CHANGE and don't want it to happen. They want to remain in their current comfort zone where the legacy system is.
Monday, June 8, 2009
CSO - Key Functions of a Chief Strategy Officer
CSO - Key Functions of a Chief Strategy Officer
(CopyRight 2008; Benjamin Goh, www.bensglobal.com)
C for Competitive-Environment. Take the analogy of a restaurant. Two key functions are the restaurant manager and the chief chef. The restaurant manager deals with much of the external forces like the customers, the customer services, the type of food to promote, and the sales and marketing activities. The chief chef will work with the restaurant manager to ensure that what the customer perceives is what will be delivered accordingly. She or he formulates the recipes of all the dishes and guides/directs the other cooks in the kitchen to prepare the right food, at the right time, with the right taste for the specific customer, etc. The restaurant manager is the like of the CEO while the chief chef is that of the CSO. The CSO is key in ensuring that the house is in order with the right strategies at the right time and competitive environment.
S for Sparring-Partner. In today's competitive marketplace, the CEO can no longer be effective and efficient as a one-person show. She or he needs a sparring partner who will always be there to challenge or complement her or his ideas and strategies, etc. This is critical to ensure that there is a check and balance in the strategies formulated and executed by the company.
O for One-Company. Every function in the company has their own objectives, goals and strategies in achieving what they are each tasked. The CSO plays the role of a mediator and a facilitator to ensure that all functional strategies are in line with the corporate strategy so as to optimize cost, maximize profit and deliver value to the customer and business partners. The One-Company concept is key to success in any company, big or small.
A final note is that whether the CSO function is an official designation or not, such a role is mandatory to ensure competitive advantage and long term success in any company.
(CopyRight 2008; Benjamin Goh, www.bensglobal.com)
C for Competitive-Environment. Take the analogy of a restaurant. Two key functions are the restaurant manager and the chief chef. The restaurant manager deals with much of the external forces like the customers, the customer services, the type of food to promote, and the sales and marketing activities. The chief chef will work with the restaurant manager to ensure that what the customer perceives is what will be delivered accordingly. She or he formulates the recipes of all the dishes and guides/directs the other cooks in the kitchen to prepare the right food, at the right time, with the right taste for the specific customer, etc. The restaurant manager is the like of the CEO while the chief chef is that of the CSO. The CSO is key in ensuring that the house is in order with the right strategies at the right time and competitive environment.
S for Sparring-Partner. In today's competitive marketplace, the CEO can no longer be effective and efficient as a one-person show. She or he needs a sparring partner who will always be there to challenge or complement her or his ideas and strategies, etc. This is critical to ensure that there is a check and balance in the strategies formulated and executed by the company.
O for One-Company. Every function in the company has their own objectives, goals and strategies in achieving what they are each tasked. The CSO plays the role of a mediator and a facilitator to ensure that all functional strategies are in line with the corporate strategy so as to optimize cost, maximize profit and deliver value to the customer and business partners. The One-Company concept is key to success in any company, big or small.
A final note is that whether the CSO function is an official designation or not, such a role is mandatory to ensure competitive advantage and long term success in any company.
Wednesday, May 27, 2009
CONFIDENT - Characteristics when picking Creative Talents
CONFIDENT - Characteristics when picking Creative Talents
(CopyRight 2009; Benjamin Goh, www.bensglobal.com)
C for Confidence to put their own unique personality onto a piece of paper and defending it.
O for Open, honest, generous and kind.
N for Not obsess with studying advertising annuals as these pollute their own personal understanding and lead to work that just isn't theirs.
F for Fresh and Original. Their work must show a sense of freshness and originality, not something that is copied from what's already out there in the market.
I for Initiative. This is critical to achieve unique ideas as initiative allows them to seek for more and want to be better. Initiative also breeds more ideas to be shared freely.
D for Dependable. Many a times, we will come across creative people who are too overwhelmed with their creative world that they tend not to be able to prioritize their works. Help them to help ourselves. Help them to prioritise and learn the value of being dependable individuals. In this fast moving world.
E for Excellence and not perfection. One who seeks excellence breeds excellence but one seeks perfection will discover frustration and burn-out. As such, excel is the way to go; always striving to have the best within time, budget and quality standards.
N for Network. Its extremely important for these talents not to be an island but having a network or circle of creative professionals whom they can connect and share. Its not about seeing others work but more so, about listening to what others have to say about their work that really matters the most.
T for Team-player. Since all projects are not isolated, its important that they are also able to work in a team with the sales, marketing, management and other related functions in the company.
(CopyRight 2009; Benjamin Goh, www.bensglobal.com)
C for Confidence to put their own unique personality onto a piece of paper and defending it.
O for Open, honest, generous and kind.
N for Not obsess with studying advertising annuals as these pollute their own personal understanding and lead to work that just isn't theirs.
F for Fresh and Original. Their work must show a sense of freshness and originality, not something that is copied from what's already out there in the market.
I for Initiative. This is critical to achieve unique ideas as initiative allows them to seek for more and want to be better. Initiative also breeds more ideas to be shared freely.
D for Dependable. Many a times, we will come across creative people who are too overwhelmed with their creative world that they tend not to be able to prioritize their works. Help them to help ourselves. Help them to prioritise and learn the value of being dependable individuals. In this fast moving world.
E for Excellence and not perfection. One who seeks excellence breeds excellence but one seeks perfection will discover frustration and burn-out. As such, excel is the way to go; always striving to have the best within time, budget and quality standards.
N for Network. Its extremely important for these talents not to be an island but having a network or circle of creative professionals whom they can connect and share. Its not about seeing others work but more so, about listening to what others have to say about their work that really matters the most.
T for Team-player. Since all projects are not isolated, its important that they are also able to work in a team with the sales, marketing, management and other related functions in the company.
Sunday, May 24, 2009
COM - What it takes to get freelance sales reps selling?
COM - What it takes to get freelance sales reps selling?
(CopyRight 2008; Benjamin Goh, www.bensglobal.com)
C for Compensation. Its normally almost impossible to get anyone interested in selling something without a base salary. However, having said this, it is also not impossible to attract the right talent with the right contacts. But the support from the company is critical to ensure that the sales rep is given adequate education of the solution, pre-sales and post-sales support. The percentage should be representative of the difficulty to sell the solution.
If the cost of the solution is relatively low and its targeted for the mass market, then commission percentages can be lower. This can be as low as 20% for the initial order and 10% for recurring revenue.
If the cost of the solution is relatively high and its targeted for the high value and smaller volume market, then the commission percentages must be much higher.. some as high as 50% for initial order and 30% for recurring revenue (if there is a need to ensure that customers are well taken care of and supported; nothing beats the onsite support).
O for Opportunity. Its always great to spark the relationship by giving the sales rep some highly potential leads in her or his territory(s). If it is possible, give away 2 or 3 sale orders easily to the sale rep as a catalyst to start her or his initial revenue boost, this will be a great motivator for her or him to invest more into getting many more sales.
M for Manageability. Being able to manage effectively and efficiently the sales reps in their different territories are critical to ensuring that adequate attention are given to territories where its giving the company 80% of the sales revenue. The 80-20 rule - 20% of the customers give us 80% of the sale revenue. Even though they are freelance, its critical to manage them and motivate them accordingly... financially or emotionally!
(CopyRight 2008; Benjamin Goh, www.bensglobal.com)
C for Compensation. Its normally almost impossible to get anyone interested in selling something without a base salary. However, having said this, it is also not impossible to attract the right talent with the right contacts. But the support from the company is critical to ensure that the sales rep is given adequate education of the solution, pre-sales and post-sales support. The percentage should be representative of the difficulty to sell the solution.
If the cost of the solution is relatively low and its targeted for the mass market, then commission percentages can be lower. This can be as low as 20% for the initial order and 10% for recurring revenue.
If the cost of the solution is relatively high and its targeted for the high value and smaller volume market, then the commission percentages must be much higher.. some as high as 50% for initial order and 30% for recurring revenue (if there is a need to ensure that customers are well taken care of and supported; nothing beats the onsite support).
O for Opportunity. Its always great to spark the relationship by giving the sales rep some highly potential leads in her or his territory(s). If it is possible, give away 2 or 3 sale orders easily to the sale rep as a catalyst to start her or his initial revenue boost, this will be a great motivator for her or him to invest more into getting many more sales.
M for Manageability. Being able to manage effectively and efficiently the sales reps in their different territories are critical to ensuring that adequate attention are given to territories where its giving the company 80% of the sales revenue. The 80-20 rule - 20% of the customers give us 80% of the sale revenue. Even though they are freelance, its critical to manage them and motivate them accordingly... financially or emotionally!
Saturday, May 2, 2009
BEAR - The Human Resources Inventory!
BEAR - The Human Resources Inventory!
(CopyRight 2009; Benjamin Goh, www.bensglobal.com)
Human Resource invesment is like any investment except that it is alive and always changing and unpredictable. It also requires a lot more maintenance to ensure that it is always motivated and innovated to add value to the company's entire value chain. As such, it is critical to differentiate a resource that will bring value today and consistenly to the future. The proper and good management of the right and adequate human resources brings about much more value to the company past, present and future success.
......
Economic downturn is the best time to review all the resource inventories of the company, much more so, the human resources inventory that the company has and "BEAR" it out:-
......
......
B for Business Plan Review. Since business may be slower than before, its good to re-look at the business plan that one has and ask the question of whether one should re-engineer it to make it more robust and more focus (niche) so that it is able to weather the current or future economic storm.
......
E for Excellence. Once the business plan is reviewed, one should look at the core competency of the company and asked the question of whether the company and its resources are, at the least, comparable to the industry's level of excellence. If not, what does it take to bring the current human resource inventory to the industry's
......
A for Attitude. Like the engine of a car where it is most critical to the proper and smooth functioning of the car, the right attitudes of the employees are similarly the critical success factor of the company. As such, it is critical to ensure that attitudes of employees are screened regularly and if possible, face-to-face personal interviews are conducted for all employees to investigate, understand and separate the good eggs from the bad ones.
......
R for Resource Inventory Review. With the revised business plan, this would naturally lead to a review of the current and planned resource inventory. The question would be focus along the quality and quantity of the human resource inventory and whether they meet the requirements of the revised business plan. Good and inexpensive human resources are plentiful during economic crisis as it is now. As such, it would be a good time to review if the current crew is value-add or value-minus for the company's current business and future prospect.
(CopyRight 2009; Benjamin Goh, www.bensglobal.com)
Human Resource invesment is like any investment except that it is alive and always changing and unpredictable. It also requires a lot more maintenance to ensure that it is always motivated and innovated to add value to the company's entire value chain. As such, it is critical to differentiate a resource that will bring value today and consistenly to the future. The proper and good management of the right and adequate human resources brings about much more value to the company past, present and future success.
......
Economic downturn is the best time to review all the resource inventories of the company, much more so, the human resources inventory that the company has and "BEAR" it out:-
......
......
B for Business Plan Review. Since business may be slower than before, its good to re-look at the business plan that one has and ask the question of whether one should re-engineer it to make it more robust and more focus (niche) so that it is able to weather the current or future economic storm.
......
E for Excellence. Once the business plan is reviewed, one should look at the core competency of the company and asked the question of whether the company and its resources are, at the least, comparable to the industry's level of excellence. If not, what does it take to bring the current human resource inventory to the industry's
......
A for Attitude. Like the engine of a car where it is most critical to the proper and smooth functioning of the car, the right attitudes of the employees are similarly the critical success factor of the company. As such, it is critical to ensure that attitudes of employees are screened regularly and if possible, face-to-face personal interviews are conducted for all employees to investigate, understand and separate the good eggs from the bad ones.
......
R for Resource Inventory Review. With the revised business plan, this would naturally lead to a review of the current and planned resource inventory. The question would be focus along the quality and quantity of the human resource inventory and whether they meet the requirements of the revised business plan. Good and inexpensive human resources are plentiful during economic crisis as it is now. As such, it would be a good time to review if the current crew is value-add or value-minus for the company's current business and future prospect.
Thursday, April 30, 2009
APICES - Recognition of Good Performance and Encouragement of Good Working Environment
APICES - Recognition of Good Performance and Encouragement of Good Working Environment
(CopyRight 2009; Benjamin Goh, www.bensglobal.com)
A for Attitude. Good attitude is key in achieving good performance. Good attitude should be encouraged and incentives given to ensure that all team members are willing to share and work closely together to achieve the final project results. As such, incentives should not only encourage individual performance but also team performance.
P for Politics discouraged. Where a good working environment is to exist, corporate politics must be discouraged and minimized, if not eliminated. This should be a top-down approach to management and operation of all the company's activities.
I for Incentive plans for work well done. These plans should be measurable and clearly defined so that all involved will be aware of what incentives will be received upon completion of certain tasks or projects. Transparency of how incentive plans are measured should be clearly and accurately communicated to all staff. These plans should also be documented and made available for all staff.
C for Culture where good performance are highly regarded and recognized. This takes time to cultivate but it should clearly articulated in all performance assessments conducted in the company. The management team should constantly remind the project teams of that transparency, integrity and team spirit together with good performance are highly recognized in the company. Regular staff communication highlighting who's performing well must become a norm and ritual in the company. Celebrate whenever projects are completed successfully, within budget, within time and at/beyond set quality levels. Different types of celebration for different results achieved can be defined and broadcast to all staff. Have one person, preferably an administrator for the project teams to be constantly on the lookout for project results and initiate all celebrations.
E for Expectations set-right in the beginning. Many projects fail because expectations of deliverable are not clearly stated, documented and communicated. It is critical that expectations are made known and all involved are given the chance to voice any objections or difficulties but finally, all differences resolved and expectations set for all team members and the team as a group.
S for Sharing or communicating project activities and updates to the teams so as to ensure that all involved are totally aware of what are their roles, responsibilities and accountability with detailed project items and time-lines clearly documented and endorsed by top management. Constant coaching of team members and ensuring that every team member is given equal opportunity to share and voice their opinions and differences, if exist.
(CopyRight 2009; Benjamin Goh, www.bensglobal.com)
A for Attitude. Good attitude is key in achieving good performance. Good attitude should be encouraged and incentives given to ensure that all team members are willing to share and work closely together to achieve the final project results. As such, incentives should not only encourage individual performance but also team performance.
P for Politics discouraged. Where a good working environment is to exist, corporate politics must be discouraged and minimized, if not eliminated. This should be a top-down approach to management and operation of all the company's activities.
I for Incentive plans for work well done. These plans should be measurable and clearly defined so that all involved will be aware of what incentives will be received upon completion of certain tasks or projects. Transparency of how incentive plans are measured should be clearly and accurately communicated to all staff. These plans should also be documented and made available for all staff.
C for Culture where good performance are highly regarded and recognized. This takes time to cultivate but it should clearly articulated in all performance assessments conducted in the company. The management team should constantly remind the project teams of that transparency, integrity and team spirit together with good performance are highly recognized in the company. Regular staff communication highlighting who's performing well must become a norm and ritual in the company. Celebrate whenever projects are completed successfully, within budget, within time and at/beyond set quality levels. Different types of celebration for different results achieved can be defined and broadcast to all staff. Have one person, preferably an administrator for the project teams to be constantly on the lookout for project results and initiate all celebrations.
E for Expectations set-right in the beginning. Many projects fail because expectations of deliverable are not clearly stated, documented and communicated. It is critical that expectations are made known and all involved are given the chance to voice any objections or difficulties but finally, all differences resolved and expectations set for all team members and the team as a group.
S for Sharing or communicating project activities and updates to the teams so as to ensure that all involved are totally aware of what are their roles, responsibilities and accountability with detailed project items and time-lines clearly documented and endorsed by top management. Constant coaching of team members and ensuring that every team member is given equal opportunity to share and voice their opinions and differences, if exist.
ACHIEVE - Putting Human Resources Training To Work in CHANGE
ACHIEVE - Putting Human Resources Training To Work in CHANGE
(CopyRight 2009; Benjamin Goh, www.bensglobal.com)
A for Anticipating negative employee reactions and planning appropriate responses.
C for Counseling employees who are unable to cope or adapt.
H for Harvesting (gaining) proactively employees support for new processes or goals.
I for Implementing conflict management techniques.
E for Establishing effective communication networks to support the CHANGE.
V for Value-adding to employees' working environment and corporate culture; allowing employees to understand and appreciate that CHANGE is for the good of all, individually and corporately.
E for Evaluating and measuring the impact of CHANGE initiatives.
(CopyRight 2009; Benjamin Goh, www.bensglobal.com)
A for Anticipating negative employee reactions and planning appropriate responses.
C for Counseling employees who are unable to cope or adapt.
H for Harvesting (gaining) proactively employees support for new processes or goals.
I for Implementing conflict management techniques.
E for Establishing effective communication networks to support the CHANGE.
V for Value-adding to employees' working environment and corporate culture; allowing employees to understand and appreciate that CHANGE is for the good of all, individually and corporately.
E for Evaluating and measuring the impact of CHANGE initiatives.
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