Tag Archives: HR

Free Book: Human Capital Growth Model 2nd Edition

22 Monday Oct 2018

Posted by in Business, Human Resource

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New Launch. Second edition. Heavy revision. What little fluff existed in the original book was edited out and the page count reduced—without forsaking content. Contains 20 tables to the 10 in the original book.

Thin book, thin on theory. Condenses several decades of hands-on business exposure.

The FREE download starts on 22 Oct 2018 (12.00 am PDT) and ends on 26 October 2018 (11.59 pm PDT). Note: Pacific Daylight Time is 7 hours behind Greenwich Mean Time.

Download FREE eBook. Click on image.

For a limited time. Free offer will not be repeated.

Handbook specially crafted for busy business owners and managers, and addresses these seemingly elusive questions:

  • What is Human Capital?
  • How do you identify Human Capital?
  • How do you measure Human Capital—Individual & Team?
  • How do you grow your Team’s Human Capital?

Ranked #1 Bestseller (Entrepreneurship Management) on Amazon

Ranked #1 Bestseller (Organizational Learning) on Amazon

Ranked #1 Bestseller (Human Resources & Personnel Management) on Amazon

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Key Takeaway:

Simple spreadsheet based Human Capital Growth Model that:

  • Provides Quantifiable Results
  • Allows Customizing to Management Preferences
  • Measures Line and Staff Functions
  • Adapts to Business Cycles

For a limited time. Free offer will not be repeated.

Click on link for free preview and download

*** Copyright @ Eric Alagan, 2018 ***

 

Team Players and Cliché Junkies

31 Tuesday Jan 2017

Posted by in Business, Human Resource

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As expected, rush hour traffic was thin today, Tuesday 31 January. It usually is the case on the first work day following a long weekend. Lunar New Year a.k.a. Chinese New Year fell on 28th and 29th January – a weekend and therefore Monday 30th was declared a public holiday.

teamplayer_clichejunkie

Many employees leverage on the long weekend and take a vacation break, and return several days later. Well and good.

But some staff return to work on the second working day – the Wednesday. They take one day off – the first work day following the long weekend. Quite often these are the same people and you notice a consistent pattern of behaviour.

It is not because they are on vacation, though that is the reason proffered. The reality is, these people – a minority, if I might add – know that the first work day after a long weekend is also the most taxing.

Staff return to the office to face a deluge of emails and work, and it can be overwhelming and stressful.

Therefore these clever people stay away an extra day, hoping that most of the backlog will be cleared by the time they return to the office. Shrewd. But it also smacks of a person who gives only lip service to team work.

It is difficult to identify the ones gaming the system as many are genuinely on vacation. And mind you, there is nothing wrong to chill out and recuperate at home – especially after several days of partying. It gets worse when managers pull the same disappearing stunt and return to the office after the dust of the first day settles. We have all met managers who are cliché junkies – parroting something they read but not following through with action.

How do you prevent this abuse or moderate the behaviour?

Well, if a person calls in sick, there is nothing much you can do, especially if their infirmity is certified by a doctor. Even if you detect a pattern, one does not ordinarily question a physician’s decision.

For the rest of the staff – resort to rotation.

Assuming your office has six people and there are three long weekends in a particular year, allow only two people – obviously, each time a different pair – to take off. This allows staff to leverage on long weekends and also spreads the burden of clearing backlog.

Wherever you are and whatever the number of staff in your office – this is one solution.

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Why you should treat your supplier well

19 Tuesday Apr 2016

Posted by in Business, Human Resource

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Over the last few decades, I’ve established hundreds of new customer accounts and served several thousand customers – mostly B2B.

Admittedly, l’ve encountered only about 10 customers – individual purchasing staff who had been downright rude and abusive.

How about you?

Supplier – business partner

Supplier – problem solver

Supplier – customer

Supplier – opinion leader

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Match Qualification Criteria to Job Scope

01 Friday Apr 2016

Posted by in Business, Human Resource

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Why do human resource managers in Singapore demand unnecessary paper qualifications from their candidates?

Are GCE O Levels required for ALL job openings?

Or, is it a case of herd instinct? Since everyone else asks for it, I better ask for it too.

Or, is it something more –

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The Shortfalls of Performance Based Promotions

04 Friday Mar 2016

Posted by in Business, Hiring: A Primer for Managers, Human Resource

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We all know the game – we studied it in university, we hear management gurus spew it, we practice it on the job and seen it in action in every organization in the private and public sectors, and whether religious, charitable or non-governmental.

Performance based promotions. The foundation is meritocratic and its allure, seductive.

Therein lays all the problems of incompetence, failures and employment terminations.

Let us assume, an employee, John Typical, joins a company with the following hierarchy: Sales Executive > Senior Sales Executive > Sales Manager > Sales Director.

John Typical meets targets set at Sales Executive level. The organization promotes him. He meets targets set at Senior Sales Executive level and he is again promoted, to Sales Manager. He meets KPIs set and does an excellent job. Management promotes John Typical to Sales Director.

Every step of the way, past performance at a junior level, propels John Typical’s promotion to a higher level. Each level comes with added responsibility and authority over an increasing number of direct reports. The assumption here is, because he did well at a certain level, he would do well at the next.

However, as every high jumper knows, it’s simply a question of time before the bar drops.

womens-high-jump-finals-live-on-aug-8

Image Credit @ Reuters

When John Typical, now Sales Director, fails to deliver, he is demoralized, sidelined by his management or worse – demoted and perhaps even asked to resign.

The organization just lost a good employee – no, not a sales director, but an excellent Sales Manager!

The loss of talent and experience to the organization is great, and the toll on the employee’s self-worth and dignity, incalculable.

Notwithstanding these obvious pitfalls, most organizations, including brand name MNCs, go down this path. This is a case of hitting the same button on the keyboard in the mindless quest to gain a different outcome.

What then is the solution?

Look out for the next post.

————————- Copyright @ Eric Alagan, 2016 —————————–

Hard vs Soft Skills

23 Saturday Jan 2016

Posted by in Business, Human Resource

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In interviewing and selecting candidates, most hiring managers excel in identifying hard skills. Practitioners also refer to Hard Skills as Tangibles, Objective Criteria and variations thereof.

That being the case, these are some broad classification of hard skills:

  1. Paper qualifications
  2. Specific industry exposure
  3. Specific technical skills
  4. Years of experience
  5. Specific languages skills
  6. Age (See below)
  7. Nationality – jobs open to citizens and permanent residents
  8. Etcetera

The key to classifying Hard Skills is objectivity.

Does the candidate have a specific paper qualification – Yes/No. Does the candidate have minimum years of experience in a particular or related industry – Yes/No.

The challenge is in identifying what HR practitioners broadly refer to as Soft Skills – the Intangible Character traits; the Subjective Criteria and elusive X-Factor that defines a great employee from an ‘also ran’ or worse, a destructive addition to the Team.

Over the years, many models and theories sprouted. High-end placement agencies (colloquially referred to as headhunters) even developed and jealously guard their in-house models.

One measure of success is the fees paid versus the results. By this measure, all have had varying degrees of success.

Soft skills continue to remain the challenge.

Even identifying soft skill traits is a challenge – let alone measuring and valuing these skills.

 

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