Insights For Success

Strategy, Innovation, Leadership and Security

Organizational Behaviour

It's time to evaluate your company

GeneralEdward Kiledjian

As we pass to the second half of the year, many companies start their annual merit review cycle. It is an opportunity for your leaders to evaluate the corpus of your work and determine how much value you delivered to the company (thus deserving a salary adjustment).

What employees often forget is that they too should use this period as an opportunity to determine if they are doing the right job, in the right company & at the right compensation level.

Read my blog entry The “You” Brand

The 4 power questions

  1. Do you like what you are doing?

  2. Do you like who you are doing it with and where you are doing it?

  3. Does your company offer a path your desired future job?

  4. Are you fairly compensated

As we walk through each of these questions, it is important to remember that there is no "perfect" life partner and there is no "perfect" company. What we are trying to determine is: "Is this company the right one for your at this moment in time".

It is important to evaluate the questions in the order I have presented them.

Do you like what you are doing?

Ask yourself if you (honestly) are excited about the work you are doing. When Friday comes along, do you turn off “work mode” until Monday morning? If you do then you have a job, not a career. It means you are not passionate about your chosen profession and it may be time to figure out “what you want to be when you grow up”.

Do you like who you are doing it with and where you are doing it?

Many leaders would probably break this question down into 2 separate ones (one for people and one for the company) but I believe they work better together.

You may like your job but do you like the people you are doing it with? There is no perfect environment but overall, do you enjoy collaborating and working with most of your co-workers? Are you surrounded by like-minded people who challenge you and respect you? Do the people you work with care as much about you, as you do for them?

In the same vein, do you like working for your company? Do you share the vision, mission and core values of your company? A 2017 MetLife survey found employees (9/10) would rather work for a company that shared their values than one that offered higher pay. The survey also found that employees were willing to take a 21% pay cut to work for that better-aligned company (jumped to 34% for millennials).

This is also the category I include work-life alignment in. Does the ratio of work-life balance the company expects to, align with what you are looking for?

Obviously, every employee’s requirements are different but the importance of this alignment is undeniable.

If you love your job (question 1) and you love who you work with (where), then work doesn’t feel like work. You can enjoy going to work and living your best life.

Does your company offer a path your desired future job?

Not everyone is looking for career advancement but most of you probably are. Does your company offer a supportive, nurturing environment where you can learn and grow? Are executives willing to take a chance with less experienced employees, allowing them to develop? Are executives willing to coach and guide employees to develop their skills in preparation for future promotion? Last, but not least, does the company promote from within or do they hire most leaders from the outside?

Are you fairly compensated

The question about compensation was purposefully left until the end. Every other question we have examined will feed into this one.

The old 1980's corporate mantra was :

"Employees work just enough not to get fired. Employers pay just enough so employees don't quit".

As stupid as this mantra sounds today, some older leaders still espouse this as a "nugget of wisdom" (do the companies values align with yours?).

The modern strategy of salary management dictates that companies must pay enough so employees aren't stressed about money and spend their mental energy on doing what they do best.

The real-world equation is more complicated and is a subjective evaluation of fair pay within the company (often difficult to judge because the information is not readily available), and compare to other organizations offerings for similar roles.

It is easy to understand why a company that compensates you properly, probably also values your skills and expertise properly.

Remember the MetLife survey, where employees were willing to work for less if the company's values aligned with their own? This is also true about the other 3 questions we previously discussed.

If you feel that the company's values don't align with yours and/or that the company doesn't offer career advancement and/or you dislike the people you work with, you may decide to stay but may demand a higher premium for the extra "suffering".

Conclusion

Ultimately this is a deeply personal introspection and one you must do honestly (regardless if you are a new graduate or a seasoned executive).

Your company evaluates you annually to decide if you are worth keeping, you should do the same and decide if the company is worth staying at.

The era of title inflation is upon us

BusinessEdward Kiledjian
Image by William Tun used under Creative Commons License

Image by William Tun used under Creative Commons License

When creating a new position, my management team spends a lot of time thinking about the position, the responsibilities and expectations. We turn these thoughts into a clear and detailed job description and then at the very end tag it with an appropriate title.  I firmly believe, job titles should accurately reflect your position, role and responsibilities. 


Titles have become important for most professionals as they convey your position during your career. Stay with the same title too long and people may think your career stalled. Jump titles too quickly and it may seem like you are missing some important foundational experiences. 

I recently interacted with an organization that seemed to disregards common accepted standards for titles and gave everyone a title that seems more senior than they should be. In most organizations, the responsibility chain goes something like this: employee, team lead, manager, director, VP, SVP, EVP. Some organizations give out senior positional titles like VP (Vice President) for positions that would be considered manager level everywhere else. 


Can this be real? Actually it is. During an internal disagreement with a Goldman Sachs employee that quit, Lloyd Blankfein (CEO) wrote an OpEd (link) where he referred to the 12,000 VPs at Goldman Sachs. Keep in mind they have a total of 34,000 employees. They also have 2,400 Managing Directors. 


The company I met was in the banking and investment space. Goldman Sachs is in the banking and investment space. It seems this is common practice in that sphere of activity[ but it isn't limited to just this industry]  I spoke to some trusted HR experts and learned that in many companies (particularly in banking), these titles are related to seniority and not the actual work an employee is performing. Think of it like a title you are allowed to use on business cards to look “more important” when dealing with external parties (customers, suppliers, regulators, etc.)

In some cases these titles are used to draw in difficult to find talent and in rare cases as a means to compensate a candidate when pay or benefits may not be enough.

The age of job title inflation

Economic inflation is typically defined as “a general increase in prices and fall in the purchasing value of money.” This happens when governments print money making it more easily accessible without relying on a strengthening economy. Basically you cut more pieces of the same pie. 


We are living in the age of flattening org structures with the hope of making organizations more fair and efficient, yet employees still want to feel important (like they are progressing up the chain).  This is the environment where title wackiness is allowed and encouraged to happen. 

Tech is not immune to title inflation. Steve Jobs called himself “Chief know it all”. I meet people every week with titles like guru, evangelist, futurist and ninja. New top level domains have even been created to cater to peoples growing egos: .nina , .expert, .guru and many more.

This explosion of "useless" titles isn't limited to western companies and we see it in the developing world. Countries like India, where hierarchical standing carries a lot of weight, are also jumping on the bandwagon. With increasing demand and limited supply of qualified employees, companies are willing to “play ball” and give recruits that incredibly important sounding title that he/she can use to impress all of his friends and family. 

Years ago, you had a president and a very limited number of Vice-Presidents. Today you can find companies where 40% of the employees are VPs. We see all kinds of strange new age titles. Without picking on anyone, here are a few examples of titles you wouldn't have seen 5 years ago.

Names You Need to Know in 2011: Chief Listening Officer, Forbes

Names You Need to Know in 2011: Chief Listening Officer, Forbes

You read right. Kodak had a Chief Listening Officer. We all know what happened to Kodak. 

We are seeing Chief Twitter Officers, Chief customer advocate, Digital Overlord (website manager), chief chatter (call center manager), chief inspiration officer, etc. 

Do these titles matter?

New technologies sometimes justify the creation of a new C-level executive (think Chief Digital officer) but companies have become too liberal with new titles.

With economic inflation, the effect is that the new "free" money has a very short positive effect, but soon everything costs more. This increase in prices hurts everyone medium to long term. 

The same will happen with title inflation. At first you feel important. You are a VP in a prestigiously large and respected organization. You are better than your friends. Then everyone starts to get these kinds of wacky titles and the value drops to zero. The effect is even worse when the title was used to draw you into a position where the actual compensation may have been sub-par. 

Inflation, in all its forms, devalues everything it touches. 

What should we do?

On the hiring front, it is your job to perform a thorough due diligence on every candidate. Don't automatically favour a candidate with a senior sounding title and don't disqualify a candidate because the title sounds too junior. Remember that titles rarely represent the actual responsibilities, capabilities and level of many candidates. 

When creating titles for your jobs, be honest and logical. Don't use the title as a mechanism for non monetary compensation. Make sure the titles (for the jobs you are hiring for) are clear, descriptive and adequate. 

 

Effective Executives Lead By Example

GeneralEdward Kiledjian

Close your eyes and think back to an executive you worked with (or for) that was truly inspiring. Someone so incredibly motivating that everyone around him/her seemed to work better, faster and more efficiently. What did this person possess that motivated everyone around them? 

When you meet someone like this (and they are few and far between), it feels like they were born for that job. But as explained in my previous article  (Answering the most important leadership questions (Link)), these leaders are made and are not born with these skills.

Effective leadership can be summed up in a few simple concepts:

  1. an effective leader knows what has to happen (strategy)
  2. an effective leader knows how it has to happen (operational excellence)
  3. an effective leader knows who has to make it happen (people management)
  4. an effective leader can let it happen by removing red tape and providing executive sponsorship (accountability, enablement, responsibility)

If you want to become one of those much needed leaders, you need to honestly assess your current skills gap and build a roadmap to acquire the missing knowledge. When was the last time you really took time to improve yourself?

Perform (or ask a superior to perform) a true  and honest 360 evaluation for you. This evaluation should include feedback from colleagues, employees, bosses, clients and anyone else you work with. This is  a great way to determine if you have any misconceptions about your skills. These evaluations also help you identify your real weaknesses (things you may not even know or realize yourself). 

 

Rebuilding broken Employee Engagement

GeneralEdward Kiledjian
Image by GDS-Productions used under Creative Commons License

Image by GDS-Productions used under Creative Commons License

Employee Engagement was incredibly popular in most mid to large organizations, then the recession hit and organizational survival become the modus operandi. It's not that employee engagement isn't important but rather less important than ensuring the survival of the company. 

With business and employee confidence back on the rise and the economy stabilizing, it's no wonder that HR departments and the organizational leadership are now trying to dial back into employee engagement (we are seeing employee engagement discussed at fireside chats during conferences, written about again in management magazines and discussed in HR oriented online forums.)

In the past couple of years, some organizations stopped measuring employee engagement for 2 reasons:

  • cost saving 
  • fearful of the results

The first point is fairly obvious, surveys cost money to prepare, deploy and analyze. In survival mode every penny counted and "superfluous" or "luxurious" items were the first to be cut.

The second point is the sheer fear HR departments and company leadership had about the results. When you cut staff, reduce pays, cut bonuses and otherwise get rid of most perks (from toys to training), you should expect it to hit employee engagement. Whether you measured it or not, the impact of these strict controls are very real on employee engagement and it will take time to fix all the damage.

Communication is often the chief complaint from employees and stressed out leaders tend to communicate less. Reduced communication leads to clouded visibility (by employees) and often feeds the rumour mill. Employees start to question the decisions made by their leaders. They feel ignored and unimportant. Some become extremely vocal about their unhappiness that I nickname them the "prophets of doom". 

It is during these times of difficulty and turbulence that real leadership is discovered. Regardless of the challenges a leader is facing, he must be willing to keep the communication channels open and must be available to his people
— Edward N Kiledjian

As a leader you must "pull up your pants" and keep communicating openly and honestly with your employees. Tell them what you can and don't make promises you can't keep. It's especially important not to hide in your office behind a closed door. The more difficult the situation, the more you must be available. Sure some confrontations will be painful but it's our job as leaders to take the good with the bad.

How to improve employee engagement?

Assuming you fell into the above mold, how can you now fix your employee engagement problem? First step is building the lines of communication. Honestly and sincerely communicate with your people. There is no such thing as over-communication. Be honest and share (within reason of course) the challenges being faced, the decisions being taken, why they are being taken and the opportunities you see. Share as much as you can about Strengths, Weakness, Opportunities and Threats (SWOT). Show fortitude of character to take the heat in the tough times not just the glory in the good times.

Employee-employer trust is likely broken because of all the hard decisions most companies have had to take and like situations of infidelity, rebuilding trust takes time. Accept the fact that this is likely something you will have to work hard at for a while. Sincerity and honesty go a long way here. 

Do what you say and say what you do.
— Edward N Kiledjian

Like a 12 step program, be honest of any mistakes you (or the organization) have made and explain how you plan on correcting them. Your people are more resilient than you think and often times they can come up with much better and more creative solutions to your problems. Remember that two heads are better than one.

The rest of the solution is to constantly measure employee engagement and fine tune your plan.