Insights For Success

Strategy, Innovation, Leadership and Security

Hiring

Are you generating value for your company or you?

Branding, HiringEdward Kiledjian
In past articles, I have written about the new reality of work where, regardless of your title or work agreement, you are a service provider selling YOUR services to your firm. You company is NOT buying 40 hours a week but rather your specific skill-set.

The next reality I need you to accept is that job security no longer exists. Whether you are a contract employee or an old timer, your job is only as secure as the value of your skills.

When you accept the above two statements, you will be much happier and you will have a different perspective of your job and the value you create.

Personal value creation comes in 2 flavors, portable and non-portable.

Portable value includes everything you can take with you when you leave your current job. Examples include:
  • Contacts you have made
  • Specialized but transferable knowledge you have gained
  • Industry reputation you have built

Non-portable value includes company-specific values that would be worthless anywhere else. Examples include:
  • Using a proprietary in-house application
  • Learning skills that are only applicable in your current company
 
Take 10 minutes and take a personal inventory of everything you have picked up in your current job. If you were to leave today, what portable value would you take with you to make yourself more valuable in the market?

When I perform this activity with my teammates, most are surprised at how little portable value they have created. By understanding this distinction, you will be able to spend your valuable time more wisely generating a bigger bang for your buck.

Peter’s Principle – Promoted to your level of incompetence

Hiring, ManagementEdward Kiledjian

Dr Laurence Peter and Raymond Hull wrote an interesting book entitled The Peter Principle (in 1969). The basic premise is that employees are promoted as long as they work competently. This cycle eventually leads to a promotion above their “level of competence”.

Interestingly, we have seen Peter’s corollary “in time, every post tends to be occupied by an employee who is incompetent to carry out their duties”. The concept of managing upward is the science of managing your incompetent boss to limit possible damage.

Business Life

If you have spent any amount of time in the business world, you have undoubtedly met a manager whose promotion can only be explained by this theory. As a manager, you have to take a step back and try to find a way to minimize the impact of these “useless people” in your organization.

The most humane approach I have seen is to ensure a person has the required skills and habits before promoting them to the higher position.

In the most extreme case, a company may implement an “up or out” policy in which each employee has a given amount of time to move up the chain of command, otherwise they are fired to allow subordinates (potentially more qualified) to move up.

Real world logic would dictate that your position should be somewhere in the middle. Document the requirements for any senior position and identify the required, nice to have and not required skills. Ensure that all of your potential candidates have or are close to obtaining the required skills. As for the nice to have, you will have to work at educating and coaching the candidate until they achieve mastery of these.

The other potential scenario is that the person is already in a senior position. First you should have a periodic 360 degree performance review which anonymously takes into account feedback from subordinates, peers, superiors and customers. This is a great way to ensure you are being provided an accurate picture of the person. If weaknesses are identified, determine if they can be remedied through education or coaching. Does the person have the propensity to improve and meet the requirements? If not, either demote the person or lay them off. Ultimately it is management’s fault for promoting the employee to their level of incompetence and measures should be implemented to prevent it from occurring again.

Should you reward the good or punish the bad?

Hiring, ManagementEdward Kiledjian

The old management mantra says “Reward the good and punish the bad”. The fact is most of you have limited time and often have to prioritize tasks. So which one would you prioritize?

The pre-eminent academic paper on the topic is called “Bad is stronger than good” and can be read here  : http://www.csom.umn.edu/Assets/71516.pdf

They methodically walk you through the research and clearly demonstrate that negative information, experiences and people are far more impactful than positive ones.

The ideal situation is where you reward and accentuate the positive and get rid of the negative. The real world being less than perfect, if you had to chose one, go with the latter. In my previous article, I spoke about my time at GE and how they methodically got rid of the bottom 10% of their employees annually [during my time there]. This was their way of purging the system.

Researchers Felps and Mitchell define negative people as “those who don't do their fair share of the work, who are chronically unhappy and emotionally unstable, or who bully or attack others.” They found that “a single "toxic" or negative team member can be the catalyst for downward spirals in organizations.” - http://uwnews.org/article.asp?articleID=30464

Felps and Mitchell warn that one bad apple can spoil the barrel but caution not to lump “out of the box” thinkers into the negative pile. Sometimes they can rock the boat but this is done for the benefit of the organization and not because of bad intentions.

Different researches come to different impact results, but all are negative. Whether you read the one that says one bad employee impacts the others 5 times more than a positive employee or the one that claims a bad employee can sap team productivity by 30-40%, the common denominator of these results is to get rid of the bad.

I advocate coaching employees and if you feel you can turn him/her around then give it a shot but don’t waste too much time. The more time you waste, the bigger that person’s impact on your team.

One thing is clear, you must have a zero-tolerance policy towards these “bad apples”. Try to weed them out during the interview and if they somehow weasel their way into one of you teams, quickly show them the door. 

Managing cultural differences

Hiring, ManagementEdward Kiledjian

Note: My series on conversational hypnosis is not yet complete but I decided to change the topic a little to ensure I cater to my different readers.

I have spent the better part of the last 10 years managing larger organizations with international footprints. The allure of cheaper labour costs has been too strong to ignore for most organizations. For most, this is a new experience and most are ill-equipped to handle the cultural changes that come with this type of expansion.

In my previous article about Conversational Hypnosis, I emphasized the importance of belief. It colors your perception of the world and how you react to it. Culture is a key driver to belief. If culture defines part of your belief and belief defines your actions/reactions then it is safe to assume that it plays a key role in how employees manage their business dealings.

Understanding belief and culture
I won’t rehash my discussion about belief here (I strongly recommend you read my previous articles about Conversational Hypnosis). I do want to stress how important it is to understand different belief systems and to think about how they are impacted by culture. In its simplest form, culture is how a group of people socialises their citizens. It defines how members of this group interact with each other, how they interact with outsiders, how they handle challenges and what they hold dear.

Most organizations I join are not equipped to handle the challenges of international, differing cultures. Some simply don’t know how to handle it and others don’t realize its importance. Let me be crystal clear, if you want to run an efficient and optimized international operation, you must understand how to manage the different international cultures you are embedded with (in the countries you operate in).

An example to clearly illustrate cultural difference can be seen between the American work ethic and that of an area of France called Nice. I once managed a team split between both regions and the differences were striking. In North America, many of us define ourselves by our jobs, our corporate rank, our salary and the quality of work we produce. My team in Nice saw work as a necessary evil. They produced quality work but without the feeling of great urgency. Many Americans live to work whereas my Niceois employees worked to live. Take a minute to think about how these different mindsets created by culture affect their work? How would each of these groups handle work packages? How would you manage each of these different groups? How would you motivate them?

 
30,000-foot Overview
I do want to share with you some of the very high level issues to consider when thinking about international culture. These cultural particularities should be the basis of every international decision and plan. Think about them when planing meetings/trips, understanding the role of management, reception of corporate rules, the role of headquarters, etc.

The Rules of engagement
In North America, we run our organizations on rules and restrictions. We want rules to avoid creating dangerous precedents or allowing a person to make a decision that can jeopardize the business.

In many parts of the world, their first priority is the inter-personal relationship. Their decisions are always analysed to ensure it protects and nurtures these relationships [even if it means ignoring some of the rules.]

This is a situation when even a mid-level compromise approach may not be optimal. The ideal outcome is a synergistic approach which protects both beliefs.

I, the individual will be victorious
From my very first day at my very first job, I had an insatiable drive to outperform. Most North Americans see the business world as them against the machine. Everything is structured to measure the individual, coach the individual, reward the individual or punish the individual.

Imagine the shock when you realize not all cultures share this value. Whereas in North America we see policy and procedure as a mechanism to help the individual, some cultures believe the individual is there to help the group.

In recent years, we are starting to see a shift in the North American mentality. Walk into any bookstore and you will be overwhelmed by the number of books that offer advice on building efficient teams. We are moving to a team culture without necessarily giving up on the individual. We are naturally moving to a reconciliatory mindset where each individual contributes to the overall success of the team and at the same time the team contributes to the development of the individual.


As a manager, learn the techniques for building efficient teams. Identify the strengths of each of your team members and leverage these strengths to build the best team possible. Then, determine how the team can help the career development of its members (either internally or leveraging other teams in the organization).

Unemotional management
Does emotion have a place in business? My experience says no. For the longest time, I learned and believed that business is business. I was told not to take it personally and that business decisions should be made without emotion.

Some cultures privilege just the opposite. They believe that emotions have a place in business and actually encourage it.

Read my previous articles about “Conversational Hypnosis” and “How to build Rapport”. Of particular interest to this discussion are the mechanisms of non-verbal communication. I won’t discuss it here (since it was already covered in great length) but be cognisant that it plays a crucial role as most of the communication we do is non-verbal and this is how we share emotions.

I first fell victim to this when I was negotiating a billion dollar plus deal and realized my “opponents” had a different rule-book about emotions in the workplace. Whereas I had the proverbial poker face, they were freely expressing their inner most emotions and beliefs to me. At first I thought they were nuts. Why were they giving me this insight. Didn’t they know I would use it to crush them? Until I understood how to handle this, we were at a stalemate. Only when my local staff explained this cultural difference were we able to make real progress and close the deal.

There is no magic formula here. Know that this difference exists and think about how you will handle it in your particular situation.

Activity Management
Do you see time as a sequence of events where the previous action affects the next one in line? Or do you see the past and the future as as related and inextricably linked?

This may seem like a strange question but religious influence can be seen here. In Christian-influenced culture, we often see the former. We break down our calendar years as Before Christ and After Christ. Cause and effect. A series of actions which influence each other in a series leading to a given endpoint.

Other cultures see the past and the present as inextricably linked. Think of Buddhism. Everything simultaneously impacts each other. The past impacts the future and the future impacts the past (one way to make sense of this is to liken it to the concept of reincarnation or continuous flow of energy). They do not see the past as affecting the future but as everything affecting everything else at the same time, which inevitably molds their present.

Esoteric theory aside, this cultural facet influences how people see and execute work tasks. The former prefer to do work linearly (one at a time) while the later take a more multi-task (simultaneous) approach.

Hierarchy or bust
I mentioned in one of the previous sections that the new North American management mantra is to flatten the organization as much as possible. Managers have an open door policy and every employee (regardless of position or rank) is encouraged to contribute and can talk to anyone else. In most organizations, the janitor can book  a meeting with the CEO.

Conversely, many cultures have an absolute adherence to corporate rank. They see the chain of command as absolute and would never consider “breaching” this unwritten rule.

Understand how your target region reacts to hierarchy. If you are managing a group that adhered to the latter belief and you organize an all hands on deck town hall, what kind of interaction do you think you’ll get? In North America, it is now common for senior executives to meet the employees directly in town hall style meetings (where managers are specifically excluded). This is seen as a way to improve corporate communication. This would backfire in some regions of the world.

A customer called me in because they had transferred their help desk services to India and was disappointed with its performance. Management was “frustrated because the help desk seemed unable to perform some key functions which were appropriately performed when it was onshore.”

They knew little about Indian culture and unfortunately didn’t care to learn about it. In this particular case, the employees believed that hierarchical placement in the organization was important. They did not feel it was their place to challenge their management to let them know that they were missing “key tools to do their job”. They attempted to the the best they could with what they had, which obviously frustrated their management and lead to harsh actions (layoffs which lead to lower morale; a belief that the head office did not care about the group, etc). The solution was simple. I simply walked through the requirements and ensured the agents had the required tools. I spent time with them to fine-tune everything and in a matter of 3-4 months, the situation had become a polar opposite. They went from not performing to being the models of efficiency and dedication. The only tool I used was an awareness of the cultural difference.  

Preparing your team for international assignments  

If you have read this entry until here, you have some interest in the cultural differences and may be asking yourself how to properly prepare your team to tackle this challenge. There is no magic formula that works for everyone but some helpful ideas (that my international customers have used) include:  

  • Cultural briefing: Have people familiar with the region conduct one-on-one workshops talking about everything from the geography and political reality to business etiquette. I believe a workshop format is best for this as interaction is key. If you do conduct this in groups, keep them small.  
  • Study: There is no replacement for self-education. The person or group should be given books on the region, travel guides, etc. Time spent studying will yield incredible payback.
  • Language training: If the target region has a language that is easy to learn then having a basic ability to communicate should be the goal (example North American learning Spanish). If the person is headed to a region where the language is more difficult (e.g. Cantonese, Mandarin, Hindu, etc) then the goal of this training is to give them some very basic business setting sentences to “show good faith” People are much more open when they feel the other person made an effort. 
  • Scenario: I find role playing to be an excellent exercise. I usually like to conduct this with managers from the target region and I make sure the scenarios are based on real-life past experiences. Making the person live through past issues is a great experience building technique. This also provides an opportunity to test the person’s grasp of local business etiquette and cultural-sensitivity.

Recommended Reading

Hall, Edward T. "The Silent Language in Overseas Business." - http://hbr.org/1960/05/the-silent-language-in-overseas-business/ar/1

http://www.scribd.com/doc/11762028/The-Silent-Language-in-Overseas-Business

Hofstede, Geert H. “Cultures and Organizations: Software of the Mind: - http://www.amazon.com/Cultures-Organizations-Software-Mind-Intercultural/dp/0070293074

Kroeber, A.L., and Clyde Kluckhohn. “Culture; A Critical Review of Concepts and Definitions” http://www.amazon.com/gp/offer-listing/0313246858/ref=dp_olp_0?ie=UTF8&redirect=true&condition=all

Trompenaars, Alfons, and Charles Hampden-Turner. Riding the Waves of Culture: Understanding Cultural Diversity in Global Business - http://www.amazon.ca/Riding-Waves-Culture-Understanding-Diversity/dp/0786311258/ref=sr_1_1?ie=UTF8&qid=1290439928&sr=8-1



 

A new model to consider when hiring employees

HiringEdward Kiledjian

Even in the best economic times hiring a mid-to senior-level employee is an expensive proposition. Because the process is usually fairly lengthy, the hiring manager will be extra careful to ensure that they scrutinize every candidate in minute detail so that they make the best possible selection. They do not want to spend the time “getting the candidate hired” only to realize they may have made a bad decision.

For these reasons alone, many companies have chosen to go without (jeopardizing the stability of their operations) or choose to go through temporary hiring agencies. The later, allows them to bring on "no commitment" workers however there is an additional 12 to 20% premium (the agency's margin).

There is another option. Companies need to identify best-of-breed employees without necessarily making any commitments and there are qualified candidates in the market that are willing to accept temporary work assignments.

As I stated in my previous blog entry, you should evaluate every situation from different angles. Can you see the other opportunity that is right in front of your eyes? This unique combination has created an entire new hiring models: try before you buy.

This is a win-win situation. Even the most complex and bureaucratic organizations can usually bring on a temporary employee with minimal fuss. Once the employee is in the position and performing their duties, it allows the managers to properly ascertain the capacities of that employee. If the employee meets the requirements, then they can convert that position to a permanent full-time one. If the candidate does not meet the requirements, and the contractor is simply terminated, the organization has not wasted any time hiring the wrong employee.

This is also beneficial for the candidate, since it allows him or her to get back into the working environment polishing their skill set and expanding their network of contacts.

In order for this model to actually work, the rules of engagement need to be properly documented and explained ahead of time (for both the employee and hiring manager). The employee needs to understand how he or she will be judged, and under what conditions he or she may be converted to full-time. How long will the trial period last? How will success be determined? What is the process if the candidate is to be retained?

The flipside of this arrangement is also that the employee may not meet your expectations and therefore may not be converted to full-time. This process should also be predetermined. In the event that the candidate does not meet the requirements, how will they be notified?

This is one of those situations where not only the candidate but also the hiring manager needs to take a leap of faith. As a manager, you may be asking yourself if the candidate is accepting this position because they are interested or simply until they find a better opportunity. Ordinarily, many managers would be reluctant to even interview a candidate that has not worked for prolonged periods of time, however this is not a normal situation. Many qualified and hard-working individuals have been made redundant. This will be an important realization to accept quickly.

Many companies have had great success leveraging this model. It is one that has proven to be mutually beneficial for the candidate and the company. The company must be honest and straightforward in their expectations, leaving many of their preconceived biases at the door.

The candidate on the other hand, needs to accept the fact that this may or may not turn into a permanent position. If the candidate has been unemployed for an extended period of time, they may realize that their skills are not as sharp but that these types of opportunities help them get back on the saddle.

 

WORD OF WARNING
Because of the nature of the Internet, I am not sure where you are reading this from. Each jurisdiction has its own employment rules, and you should consult your legal and HR departments to determine if this model is right for you.