Titan has recently been ranked by the Great Place to Work institute as the best place to work in retail, number one in diversity and overall 15th best company to work for, in India (the number being Google). Sometimes you wonder do these surveys measure the true happiness and engagement of the employees. I am sure that highly credible organizations like Great place to Work have time-tested metrics for doing the same. However I decided to get a feel of the same first hand.
Today I had a meeting with the internal trainers of Titan industries. Most of the internal trainers are from the line functions who besides doing their line duties also have a passion for training. They come from both unionized and non-unionized workers. This is what some of them told me during their interaction:
Ms. Uttara (she belongs to Level E i.e. unionized worker) - 'There is not much of a differentiation between unionized and non-unionized workers. We are treated at par. When I joined Titan I was only 10th pass. Today my qualification is B.A., M.A. (Public Administration) and Masters in Psychology and Diploma in Yoga. Titan gave me all this opportunity for education including providing tutors. Then when I completed my degree, I got increments from the company as well.'
Mr. Raghunath: ‘I joined the company only five years back. I am a CAD/CAM specialist. I have past experience in training people and I have an interest of doing the same. When I told the L&D department of my interest, they inducted me as an internal trainer. Now I do my normal line duties also and I occasionally train people as well.’
Mr. Sainath: ‘Nobody permitted me to come to this meeting. My boss and my organization trust me that I shall discharge my duties and I have complete freedom in this company to decide my priorities.’
Ms. Shubha: ‘I joined Titan only one and half years back. When I joined I had a chance to meet the senior management of the company. Being fresh I hardly knew anyone in the company, but when I used to go to the canteen, strangers (senior employees) came to me on their own and asked me if I was comfortable, if needed ay help. I was so touched. It felt like a family. I know a new employee who was looking for a house was helped by a canteen staff to find a house.’
Titan recently had a program named as Mission Beyond where the employees were encouraged to ideate. The ideas that were selected for implementation, those employees were paid Rs. 25000/- for each implemented idea. They also had recently ‘Innovation Bazaar’ for encouraging idea submissions where not only the jury voted but the employees also voted for the best idea.
At Titan you can feel it; there is something infectious about the culture. Hope they do not spoil it by some new strange rules like visitors cannot take mobile inside factory premises. How inconsistent with Titan’s culture of freedom! Remember my earlier post ‘Rules of Rules’.
Thursday, September 29, 2011
Wednesday, September 28, 2011
Har Ek Employee Jarrori Hota Hai
Sometimes I wonder what is the real test of employee engagement? There are proven tools designed by organizations of repute to read the engagement scores. However at times your mere interaction with an organization can tell you how engaged (or disengaged ) the employees are.
On my recent visit to a shopping mall in Bangalore, I came across ‘free eye-testing camp’ organized by one of the reputed eye-care hospitals in the city. My better-half was very keen that I get my vision tested. I was reluctant as I have always been apprehensive of this concept of ‘free’. I have always felt that such camps have some covert-mission of pulling-in more business. Anyways upon her insistence I relented and got my eye tested by a very eager optometrist. He told me that my near -vision had some problems and I needed to wear lenses. For this I should visit the hospital soon. He also gave me some discount coupons which can be used on my visit to their hospital. I thought in my mind that I must earned some real virtues today – first a ‘free’ eye-test and then these ‘discount coupons’. Wow!
Anyways few days passed. I decided to get my eyes tested thoroughly, for chance that guy at the free camp got his maths right then I was risking my vision. I, however, decided to visit a Titan Eye+ showroom who have optometrist at their showrooms (more so because of the trust that I have on the brand Titan and of course on the name Tata), instead of that discount coupon hospital. I visited the Titan Eye+ showroom at Koramangala. I told the executive of my suspicion regarding the correctness of my vision and he immediately led me to the optometrist chamber. The lady optometrist was immensely patient and tested my eyes using various combinations of lenses, much to the amusement of my five-year old son who accompanied me. She tested my eyes thoroughly for close to 25 minutes and then very confidently told me that my vision was perfectly normal and did not require any lenses as of now. She also advised me to get my eyes tested when I am on the other side of forty as age may have some impact on my eyes. I thanked her and enquired from her how much I had to pay. She politely refused and said that the eye-test had no charges. But I was adamant to pay thinking that the same job at an eye-specialist clinic would have costed me few hundred bucks. However she politely refused and thanked me for my visit.
Business Line recently listed Titan among the five companies in India as being the ‘game-changers’. In case of Titan the market –capitalisation of the company had jumped from 3400 crores INR to 20000 Crores INR in the last five year, a phenomenal 500% rise. I also remembered my interaction with the CHRO of Titan Mr Ramadoss who had shared with me that they had followed permanent on-roll hires when it came to optometrist and other executives at their Titan Eye+ showrooms. He always felt that the level of engagement that these key staff members shall exhibit cannot be compared to a temp, especially in a eye-care showroom where the key factor is trust. This meant that they had to pay them more and run on slimmer margins for sometime while competing with established brand names in eye-care. However they were not ready to short-change.
Recalling my incident I know that the decision to take no payment for the eye-testing must have been of the company (policy), however the sincerity with which she tested my eyes, the confidence with which she refused any charges, the courtesy with which I was led-in by the Titan Eye+ executive could not have been alone dictated by the company’s policy. You can feel it, there is something deeper then that in their behaviour. Perhaps that’s what you call engagement. They may not have converted my visit to sales (as that free, discount coupon hospital tried to do) but Titan Eye+ had converted me and my family into a lifelong customer. They gave me trust as a solution.
Companies must remember that it is their engagement with their internal customer that leads to engagement with their external customer. And like the famous Airtel Jingle – Har ek employee jarrori hota hai, jaise hare ek customer jarrori hota hai ( every employee is important, like every customer is important).
On my recent visit to a shopping mall in Bangalore, I came across ‘free eye-testing camp’ organized by one of the reputed eye-care hospitals in the city. My better-half was very keen that I get my vision tested. I was reluctant as I have always been apprehensive of this concept of ‘free’. I have always felt that such camps have some covert-mission of pulling-in more business. Anyways upon her insistence I relented and got my eye tested by a very eager optometrist. He told me that my near -vision had some problems and I needed to wear lenses. For this I should visit the hospital soon. He also gave me some discount coupons which can be used on my visit to their hospital. I thought in my mind that I must earned some real virtues today – first a ‘free’ eye-test and then these ‘discount coupons’. Wow!
Anyways few days passed. I decided to get my eyes tested thoroughly, for chance that guy at the free camp got his maths right then I was risking my vision. I, however, decided to visit a Titan Eye+ showroom who have optometrist at their showrooms (more so because of the trust that I have on the brand Titan and of course on the name Tata), instead of that discount coupon hospital. I visited the Titan Eye+ showroom at Koramangala. I told the executive of my suspicion regarding the correctness of my vision and he immediately led me to the optometrist chamber. The lady optometrist was immensely patient and tested my eyes using various combinations of lenses, much to the amusement of my five-year old son who accompanied me. She tested my eyes thoroughly for close to 25 minutes and then very confidently told me that my vision was perfectly normal and did not require any lenses as of now. She also advised me to get my eyes tested when I am on the other side of forty as age may have some impact on my eyes. I thanked her and enquired from her how much I had to pay. She politely refused and said that the eye-test had no charges. But I was adamant to pay thinking that the same job at an eye-specialist clinic would have costed me few hundred bucks. However she politely refused and thanked me for my visit.
Business Line recently listed Titan among the five companies in India as being the ‘game-changers’. In case of Titan the market –capitalisation of the company had jumped from 3400 crores INR to 20000 Crores INR in the last five year, a phenomenal 500% rise. I also remembered my interaction with the CHRO of Titan Mr Ramadoss who had shared with me that they had followed permanent on-roll hires when it came to optometrist and other executives at their Titan Eye+ showrooms. He always felt that the level of engagement that these key staff members shall exhibit cannot be compared to a temp, especially in a eye-care showroom where the key factor is trust. This meant that they had to pay them more and run on slimmer margins for sometime while competing with established brand names in eye-care. However they were not ready to short-change.
Recalling my incident I know that the decision to take no payment for the eye-testing must have been of the company (policy), however the sincerity with which she tested my eyes, the confidence with which she refused any charges, the courtesy with which I was led-in by the Titan Eye+ executive could not have been alone dictated by the company’s policy. You can feel it, there is something deeper then that in their behaviour. Perhaps that’s what you call engagement. They may not have converted my visit to sales (as that free, discount coupon hospital tried to do) but Titan Eye+ had converted me and my family into a lifelong customer. They gave me trust as a solution.
Companies must remember that it is their engagement with their internal customer that leads to engagement with their external customer. And like the famous Airtel Jingle – Har ek employee jarrori hota hai, jaise hare ek customer jarrori hota hai ( every employee is important, like every customer is important).
Friday, September 23, 2011
Thursday, September 22, 2011
Rules of Rules
Very recently I was fined for over-speeding my car on the Marathahalli-Mahadevpura ring-road. I never over-speed my car and with my wife and kid in the car, the last thing that I could have thought of was to race my vehicle. I was suddenly asked to pull-over to the side of the road by an interceptor vehicle. The cops charged me with over-speeding. Puzzled I asked them what wad the speed-limit on the ring-road since I had seen no speed-limit signs by the road-side. I was told that the speed limit was 60 kmph. I thought in my mind that was rubbish; how can the speed limit on a ring-road be 60kmph? I asked them what was my speed, thinking may be I was cruising at 90/100 kmph speed. They told me that I was driving at 71kmph. I was amused. (moral of the story so far – never set rules that appear stupid…).
Besides I asked them where was the speed limit sign, as did the scores other car owners who had been intercepted. The traffic cops told me that it was there. But I still did not see any. To double-check I asked my wife, who was with me in the car, that did she see any speed-limit sign on the road. She did not see either. Funnily when we drove-off after paying some 300 bucks as fine, we did not see any speed-limit sign on the rest of the road either. And this time we had kept a more vigilant look since we were kind of checking ourselves in the event that we had not paid attention earlier. But there were none! (moral of the story-2: always tell the rule more than one time before implementing the same. A game is only fair when both the parties know the rule with clarity before the game began)
And then anyone who has driven on Indian road, even in a city like Bangalore, knows that there are habitual offenders – overloaded trucks, polluting private buses, lane-cutting cabs, demonic autos – all using the road as their private property. Somehow the traffic cops miss them every time. May be these trucks, buses, cabs, autos know the art of disappearing or our traffic systems are too friendly dumb. Where does the rule book go then? (moral of the story-3: Make sure that the rule is equal for everyone. Unequal rules are worse then the absence of rules, if there has to be one).
And finally, most roads are speed-breakers themselves. You do not need an extra-speed breaker. Broken roads, roads with potholes, illegal speed-bumps, 365 days metro or flyover constructions and hence pathetic diversions…the list is endless. So in the name of roads we have some broken concrete pieces at most of the places with vehicles having no lane discipline. But we have got an interceptor vehicle. It is almost like having a bullock-cart with a stereo system (moral of the story -4: imperfect systems cannot have rules enforced in isolation. As much there is an obsession to impose the rules, likewise there should be a passion to first perfect at least the basics).
Organizations also resemble our roads. Hence when they make and enforce rules on their employees they must remember –
a) Rules must not be stupid and unrealistic.
b) Rules must be clarified and communicated to all concerned before implementation.
c) Rules must be equal and not discriminatory, especially when it comes to implementation.
d) And finally, before making and imposing the rules, the systems must be improved. If systems get better, rules automatically shall get better too.
Rules of engagement should over-ride any other rule or its implemenation.
Besides I asked them where was the speed limit sign, as did the scores other car owners who had been intercepted. The traffic cops told me that it was there. But I still did not see any. To double-check I asked my wife, who was with me in the car, that did she see any speed-limit sign on the road. She did not see either. Funnily when we drove-off after paying some 300 bucks as fine, we did not see any speed-limit sign on the rest of the road either. And this time we had kept a more vigilant look since we were kind of checking ourselves in the event that we had not paid attention earlier. But there were none! (moral of the story-2: always tell the rule more than one time before implementing the same. A game is only fair when both the parties know the rule with clarity before the game began)
And then anyone who has driven on Indian road, even in a city like Bangalore, knows that there are habitual offenders – overloaded trucks, polluting private buses, lane-cutting cabs, demonic autos – all using the road as their private property. Somehow the traffic cops miss them every time. May be these trucks, buses, cabs, autos know the art of disappearing or our traffic systems are too friendly dumb. Where does the rule book go then? (moral of the story-3: Make sure that the rule is equal for everyone. Unequal rules are worse then the absence of rules, if there has to be one).
And finally, most roads are speed-breakers themselves. You do not need an extra-speed breaker. Broken roads, roads with potholes, illegal speed-bumps, 365 days metro or flyover constructions and hence pathetic diversions…the list is endless. So in the name of roads we have some broken concrete pieces at most of the places with vehicles having no lane discipline. But we have got an interceptor vehicle. It is almost like having a bullock-cart with a stereo system (moral of the story -4: imperfect systems cannot have rules enforced in isolation. As much there is an obsession to impose the rules, likewise there should be a passion to first perfect at least the basics).
Organizations also resemble our roads. Hence when they make and enforce rules on their employees they must remember –
a) Rules must not be stupid and unrealistic.
b) Rules must be clarified and communicated to all concerned before implementation.
c) Rules must be equal and not discriminatory, especially when it comes to implementation.
d) And finally, before making and imposing the rules, the systems must be improved. If systems get better, rules automatically shall get better too.
Rules of engagement should over-ride any other rule or its implemenation.
Tuesday, September 20, 2011
Micro - Soft Response
According to a World Bank report, close to 4 million poor women go “missing” in developing nations every year – about two-fifths are never born, one-fifth goes missing in infancy and childhood, and remaining two-fifths do so between ages 15 and 59.
What a pity! After thousands of years of human civilization, we could not make our planet a better place to live-in for women.
Globally women represent more than 40 percent of workforce. Despite this most organizations have this typical glass-ceiling which results in them getting discriminated which is done covertly, most of the times. A very recent newspaper report alleges Microsoft of unfairly overlooking a female employee for the role of managing director in a firm. Natalie Ayres who worked at Microsoft for 15 years was seen as an outstanding candidate to become GM of its “Small Medium Enterprise & Partner group”, succeeding Alistair Baker. But the role was allegedly handed over to Gordon Frazer, a GM at Microsoft South Africa, even before Ayres could finish her interview. It is also allged that the company paid over one million sterling pounds to silence Ayres. Such a behaviour is least expected from a company like Microsoft.
By engaging women on equal terms, organizations and societies shall do no favour. Such efforts shall bring back to them growth and sustainability. The World Development Report 2012 (Gender Equality & Development) says that – ‘Gender equality is all about smart economics, as it can have a huge impact on productivity and economic efficiency…For an economy to be functioning at its potential women’s skills and talent should be engaged in activities that make best use of those abilities.”
What a pity! After thousands of years of human civilization, we could not make our planet a better place to live-in for women.
Globally women represent more than 40 percent of workforce. Despite this most organizations have this typical glass-ceiling which results in them getting discriminated which is done covertly, most of the times. A very recent newspaper report alleges Microsoft of unfairly overlooking a female employee for the role of managing director in a firm. Natalie Ayres who worked at Microsoft for 15 years was seen as an outstanding candidate to become GM of its “Small Medium Enterprise & Partner group”, succeeding Alistair Baker. But the role was allegedly handed over to Gordon Frazer, a GM at Microsoft South Africa, even before Ayres could finish her interview. It is also allged that the company paid over one million sterling pounds to silence Ayres. Such a behaviour is least expected from a company like Microsoft.
By engaging women on equal terms, organizations and societies shall do no favour. Such efforts shall bring back to them growth and sustainability. The World Development Report 2012 (Gender Equality & Development) says that – ‘Gender equality is all about smart economics, as it can have a huge impact on productivity and economic efficiency…For an economy to be functioning at its potential women’s skills and talent should be engaged in activities that make best use of those abilities.”
Saturday, September 17, 2011
Bond sans Adhesive
Can signing a good conduct undertaking be a guarantee of good conduct by employees? Maruti Suzuki's strike at Manesar plant has reached a flash-point where both the management and workers seem to be unrelenting on the issue of the 'good conduct bond'. The management is adamant that the workers have to sign the bond and the workers refuse to do so.
The problems at Manesar plant came to surface few months back when workers at Manesar plant went on strike demanding a separate union then the existing one at the Gurgaon plant, which they alleged to be a management's union. the strike which lasted 13 days resulted in a huge loss for the company. Presently too the losses are accumulating. The Swift(diesel) bookings have been reportedly stopped by the dealers as the existing booking's delivery date shall stretch up to April 2012. And with car sales dipping, the company can ill-afford the small sliver-lining in the form of demand for diesel cars.
Anyways, coming-back to the core bone of contention ‘the good-conduct bond’- In the first place why should a company require its people to behave in a certain way only after they sign a good conduct bond? It is almost like asking your spouse to sign a bond that she would smile every time she opens the door for you when you return from your work? Shouldn’t that happiness reflect on its own? And if that joy of companionship is not there can someone be forced to smile? In other words that willingness on the part of employees to exhibit good conduct must be an automatic outcome of what goes on in the company rather than a forced one.
Second what is a company’s intention in insisting its employees to sign such a bond? Does it make the company look like focused on a policy of ‘hire and fire’? I think it does.
And finally, what shall the company do if a worker misbehaves after signing the good-conduct bond? Will it sue or sack or simply pest? Is it a tool to effect punishment or really a way to ensure good behaviour?
Respect, commitment, discipline can never be demanded; one can only illicit them voluntarily from others. This voluntarism is at the heart of engagement. The company who has a celebrated HR head is losing its touch on the pulse of people and slowly may be the people as well. Will it result in them also losing the people who buy their cars (customers) – I think they have already started to…
The problems at Manesar plant came to surface few months back when workers at Manesar plant went on strike demanding a separate union then the existing one at the Gurgaon plant, which they alleged to be a management's union. the strike which lasted 13 days resulted in a huge loss for the company. Presently too the losses are accumulating. The Swift(diesel) bookings have been reportedly stopped by the dealers as the existing booking's delivery date shall stretch up to April 2012. And with car sales dipping, the company can ill-afford the small sliver-lining in the form of demand for diesel cars.
Anyways, coming-back to the core bone of contention ‘the good-conduct bond’- In the first place why should a company require its people to behave in a certain way only after they sign a good conduct bond? It is almost like asking your spouse to sign a bond that she would smile every time she opens the door for you when you return from your work? Shouldn’t that happiness reflect on its own? And if that joy of companionship is not there can someone be forced to smile? In other words that willingness on the part of employees to exhibit good conduct must be an automatic outcome of what goes on in the company rather than a forced one.
Second what is a company’s intention in insisting its employees to sign such a bond? Does it make the company look like focused on a policy of ‘hire and fire’? I think it does.
And finally, what shall the company do if a worker misbehaves after signing the good-conduct bond? Will it sue or sack or simply pest? Is it a tool to effect punishment or really a way to ensure good behaviour?
Respect, commitment, discipline can never be demanded; one can only illicit them voluntarily from others. This voluntarism is at the heart of engagement. The company who has a celebrated HR head is losing its touch on the pulse of people and slowly may be the people as well. Will it result in them also losing the people who buy their cars (customers) – I think they have already started to…
Wednesday, September 14, 2011
Deloitte India Salary Survey 2011
Salary hikes announced by Corporate India for the year 2011-12 were between 10 per cent and 19 per cent across all levels indicating that the country's economic growth has had a positive impact on compensation.
In a recent compensation survey by HR consulting firm Deloitte India Human Capital Advisory Services, it was observed that the overall average salary increases and average variable payout across sectors has been about 12.9 per cent and 29.9 per cent, respectively.
Average annual increases hovered around 13 per cent across all sectors with the highest payout being given in the BFSI and the manufacturing sectors.
Typically, increases were spread within the 10 per cent to 19 per cent range for a majority of employees.
Among different levels that received wage hikes, the junior management took home the highest increment at 13.9 per cent, followed by the middle management (13.7 per cent), the senior management at 12.9 per cent and the lowest pay hike received by the top management (11.2 per cent).
Among sectors, the real estate and hospitality provided higher annual increases to their senior management, with a few companies providing in excess of 25 per cent increases across senior and top Management.
Such high increments, in real estate sector, also partially stemmed from the much-awaited market correction across the participant companies, according to the survey that had the participation of 122 companies.
(Source: Business Line, Sept. 14, 2011)
In a recent compensation survey by HR consulting firm Deloitte India Human Capital Advisory Services, it was observed that the overall average salary increases and average variable payout across sectors has been about 12.9 per cent and 29.9 per cent, respectively.
Average annual increases hovered around 13 per cent across all sectors with the highest payout being given in the BFSI and the manufacturing sectors.
Typically, increases were spread within the 10 per cent to 19 per cent range for a majority of employees.
Among different levels that received wage hikes, the junior management took home the highest increment at 13.9 per cent, followed by the middle management (13.7 per cent), the senior management at 12.9 per cent and the lowest pay hike received by the top management (11.2 per cent).
Among sectors, the real estate and hospitality provided higher annual increases to their senior management, with a few companies providing in excess of 25 per cent increases across senior and top Management.
Such high increments, in real estate sector, also partially stemmed from the much-awaited market correction across the participant companies, according to the survey that had the participation of 122 companies.
(Source: Business Line, Sept. 14, 2011)
Monday, September 12, 2011
Anniversary Appraisals
Pangea3, a legal process outsourcing firm (LPO), introduced sometime back an innovative performance appraisal system known as one year ‘anniversary appraisal cycle’. An employee who has completed one year comes-up for appraisal without having to wait for the organization’s annual evaluation to end. The appraisal system has also been uniquely designed by the company under which they account for not only the quantitative client contact metrics but also qualitative aspects and the throughput (volume errors). Every quarter an employee is engaged with an engagement form that provides visibility to the individual regarding his/her performance position. The employee of the year gets to fly-out with his spouse/fiancée for a paid-up vacation on a foreign locale.
Ideally the summation of all individual and team performances should reflect the company’s performance. That Pangea3, the New York – Mumbai headquartered firm, has grown-up to become the world’s largest LPO cannot be a matter of chance!
Friday, September 9, 2011
Breathing Offices
Expectation on nature of workplace has undergone serious transformation. ‘Gen Y and Workplace Annual Report-2010’ shows that workplace plays a significant role in not only attracting and retaining the Gen Y but also help improve productivity and creativity. ILO emphasizes on safe & non- hazardous workplaces play an important role in affecting the psyche of workers. According to ‘WISHA’ The work-related musco-skeletal disorders( WMSDs) account for 40% class of injury claims in the office eg. Carpel Junnel Syndrome.
Wednesday, September 7, 2011
Will Happy Feet find his home?
Happy feet, the lost emperor penguin, who lost his way and surfaced on the shores of New Zealand in June was finally released in the choppy seas of Antarctica. Will he find his home? The lost emperor penguin affectionately named as Happy Feet lost its way big-time and showed up on the New Zealand’s coast. Rescued by the Wellington Zoo officials he was treated by doctors for gastro-intestinal disorders that he had developed after swallowing sand that he mistook for snow. After months of care and treatment led by Dr. Argilla, he began his long-journey back home. Since it was difficult to release him by hand in the rough seas of Antarctica, a special slide was prepared for him. But once out of the refrigerated box in which he was brought from the New Zealand coast to the Antarctica sea aboard a small boat, he seemed reluctant to venture in to the sea. It finally needed a gentle nudge to let him slide into the choppy waters of the Antarctica sea. He resurfaced 6 feet from the boat before vanishing in to the sea. His fans can keep a track of him through the GPS that has been attached to Happy Feet. But will he find home, is left to be seen.
What shall always remain a mystery perhaps is that why in first place he left his home (In 44 years Happy Feet became the first emperor penguin to show-up on the New Zealand coast, 1,800 miles from his Antarctic feeding grounds)? Was he really lost or on his own trip? Why was he reluctant to slide into the sea during his release? And, whereas it remains to be seen whether he is able to get back home, it shall never be known whether he actually wanted to go back home.
Would you like to go back to your past organizations that you worked for, if given a choice (and not transferred in a container like Happy Feet)? Engagement is such an interesting issue.
What shall always remain a mystery perhaps is that why in first place he left his home (In 44 years Happy Feet became the first emperor penguin to show-up on the New Zealand coast, 1,800 miles from his Antarctic feeding grounds)? Was he really lost or on his own trip? Why was he reluctant to slide into the sea during his release? And, whereas it remains to be seen whether he is able to get back home, it shall never be known whether he actually wanted to go back home.
Would you like to go back to your past organizations that you worked for, if given a choice (and not transferred in a container like Happy Feet)? Engagement is such an interesting issue.
Tuesday, September 6, 2011
ENGAGEMENT WATER-LOO
This reminds me of something I wrote in my book ‘Employee Engagement’ recently. In Japanese Production Management (JPM) waste was defined as anything that was absolutely unessential to production. All costs associated with non-value added functions are considered a form of waste that should be eliminated, whether it involves buffer between operations, slack time, waiting time, walking time, holiday and vacations, resting time, walking space at workstations, or more generally indirect labour such as skilled trades and maintenance workers. Rest time breaks, bathroom breaks, or time to wipe away sweat are regarded as waste. Obviously it had huge fallouts – one of them being Karoshi or sudden death of employees due to overwork. The Call centre in Australia and similar organizations should draw a lesson from the same.
Obsession for efficiency is always devoid of effectiveness of a system. And I define effectiveness of a system as the degree of acceptance among its various stakeholders, especially those directly affected by the same. Efficiency without effectiveness is a waste in itself. Such policies shall disengage employees on both rationale and emotional plane in a form similar to erosion of sand ridges by sea waves. Short-term profitability dreams shall ruin long-term sustainability chances of the organizations.
Monday, September 5, 2011
Spy-their-Man
But it seems some organizations have overdone it and started using social media sites like facebook to pry or spy on their employees.
A recent economic times news states that 'A UK body has warned employers that they could end up being sued for discrimination if they use websites like Facebook to spy on the private lives of their workers. Acas, the body that helps improve relationships with workers, issued a new guide that urges employers not to be "heavy-handed" by penalising staff for unprofessional comments on websites. It has also warned employers about the risks of "Googling" potential recruits and using any personal information gleaned from the Internet such as a person's religious beliefs.'
There is a thin line between background checks and spying on the lives of employees. Individual right to protect his/her privacy is his/her choice that must never be dictated or flouted. Organization must be smart enough not to do the same. Infringing on a person privacy will progressively disengage him/her.
Saturday, September 3, 2011
Musical Engagement
The initiative will enable the L&Tites and their family members to learn Hindustani Classical, Carnatic Classical and Hindi songs from the comfort of their homes.
A gamut of courses is being offered to enable beginners to fortify the basics and empower others to hone their skills and broaden their singing spectrum. Through these courses, the participants can learn music from teachers, conduct self-assessment and evaluation and also get audio and video feedback on their progress.
The programme will be officially launched by Shankar Mahadevan on September 16 at the Powai Campus. The initiative would also identify ‘Voices of L&T', the talented ones, who could possibly sing along with Shankar Mahadevan for a music album.' (Source: Business Line)
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