I came across this picture in one of the forwarded messages in my inbox and it reminded me of situations employees find themselves in so often. 

To me, this picture depicts situations where companies burden themselves and their employees with cumbersome processes / tools for simple tasks. Don’t all of us agree that many of the organizations we work with have a little too much of systems / processes and tools? 10 forms for joining the organization, 20 for leaving. And between those two, a multitude of unwieldy processes to follow, forms to fill and redundant tools to use. We could do a lot with simplification - minimalistic organization structure design, minimalistic processes etc. But, how to make this a reality?

I have been in Singapore for close to three months now. It’s a nice place to live, work, eat and travel and that is enough to make me stay here. But, the thing that fascinates me the most about the place is the “design of incentives and disincentives.” Once you start noticing the minute details about how they have built the nation and systems, you feel amazed at the power of incentives. There is an incentive here for all the “right” behaviours and disincentives for all the “wrong” ones. Let me pick up some common examples. Singapore, for most parts of the 20th century, was a dirty country. To discourage littering, the government enacted heavy fines and followed it up with superb enforcement. Fines for littering can be as high as $5000 and repeat offenders might be sent for “behaviour - correction” activities like cleaning of public parks! I know it sounds like an overbearing idea, but it has worked for the country. And then, there is the much-admired Electronic Road Pricing system and taxes on automobiles, which disincentivizes people to own cars and drive downtown during peak hours. The pricing of parking lots, roads and cars themselves, coupled with a super efficient public transport system, incentivizes people to take public transport instead of driving around, adding to the congestion and polluting the environment. There could even be an incentive for taking early morning trains to town and easing off the peak hours. Every action or inaction has a price to it. Since it needs talented people for the economy, there are incentives to take up Permanent Residence in the country and enjoy several benefits. There are strong disincentives for smoking as it is a major cause of health problems and puts a burden on government spends. Heavy taxes make cigarettes quite expensive and there is no way you can legally get cigarettes from other countries without paying the hefty duties.

While I frantically look for such incentives, I have been disappointed with one particular system - the system of service charge or tipping at restaurants. Most eating places have the service charge of 10% included in the bill. Tipping is discouraged in most eateries and even prohibited at the airport and other places. Now, I eat out a lot and try many restaurants and whenever I fork out the dollars, I expect reasonable service. But, I find that missing in so many of these places. Having a fixed, pre-determined service charge could act as a disincentive for providing great customer service and lead to complacency or indifference in the minds of the men and women who work in these restaurants. They are effectively guaranteed the tip, irrespective of how they treat the customers! I simply fail to understand this in a place like Singapore, which goes all out to encourage the right behaviours.

Here is the link to a nice read (slightly dated) on this topic http://www.singaporeangle.com/2006/11/service-charges-replace-with-tipping.html

As everybody talks feverishly about the world economy slipping into a recession and people draw numerous parallels between previous depressions and the current situation, I thought about putting down 5 broad management principles that we can adopt and do things differently this time around:

• In most downturns, managers typically tend to narrow their focus on operational efficiency and cost-optimization alone. A better way to manage will be to be “ambi-dexterous” and maintain focus on both topline and bottomline.

• In most cases, downturns have trigerred the tendency to source talent from low-cost talent pools with a view to minimize costs and at the same time ensuring ‘adequate’ staffing. Instead, organizations should be looking at tapping diverse talent pools to build up a diverse work-force which ideates using different perspectives. This enriches the problem-solving processes with alternative thinking. Some cues can be found in the Creative Class.

• Most downturns are accompanied with a free-fall of the “axe” or downsizing. Instead, forward-looking leaders need to focus their existing people assets on most “high-yield” activities and maximize gains.

• Economic slowdowns tend to create a general environment of gloom and employee morale takes a big hit. It is critical to keep employees motivated and engaged during these trying times. And, who is better placed to drive engagement than the “people managers”. From “employee engagement” being a HR responsibility, leaders need to ask their managers to be accountable for employee engagement.

• Finally, like most situations in life, we tend to take a short term view in times of a slowdown. From a short-term focus on protecting margins and pleasing the stock markets as much as possible, leaders and managers need to take a long term view towards balanced and sustainable growth. We need to remember that equity, as an asset class, has a tendency to trend upwards. So, we just need to be doing the right things and in due time, value will be realized. 

“There are probably as many stereotypes about today’s workforce as there are workers. Consider two of the most enduring: Employees are cubicle-bound clock-watchers, getting by doing the minimum possible. Or, at the other end of the spectrum, employees are ambitious “free agents,” loyal to themselves and their careers, but not to their employers.”

- Towers Perrin Global Workforce Study

I personally feel that employees, in general, should be very willing to go the extra mile, if they have got the right “deal”. Before falling prey to such stereotypes about employees being ‘clock-watchers’, it will be prudent to ask oneself if we have done enough to incentivize the right behviours - behaviours that maximize individual and group performance. HR and line managers need to work together to maximize “employee ROI”. Isn’t it intuitive? A typical employee spends almost 8-10 hours in office. She definitely wants to maximize her ‘returns’ from the time and effort she puts in. Employees are eager to invest more of themselves to help organizations succeed - and will do so if they see the personal ROI. Now, the key task cut out for HR executives and managers is to structure this “deal”.

The study has also identified critical drivers (at a global level) for attracting and retaining talent.

Top 5 Attraction Drivers:

- Competitive base pay

- Career advancement opportunities

- Challenging role

- Convenient work location

- Flexible schedule

Top 5 Retention Drivers:

- Company reputation

- Satisfaction with the organization’s ‘people’ decisions

- Relationship with supervisor

- Clear understanding of career path within the company

- Work-life balance

Of course, the drivers and components of the ‘deal’ will vary across cultures, industries and has to be seen in the light of market realities. But, such inputs can go a long way in optimizing the Employee Value Proposition using a scientific and realistic approach.

Do share your thoughts on maximizing employee ROI.

Alright, I finally managed to buy myself (and my wife) the mighty phone - the iPhone. It was a long wait, but Singtel and my ABN AMRO credit card worked hard to get me the much-awaited phone.

Much has already been written about the capabilities & quirks of the phone - whether its the elegant multi-touch screen or the lag-free user interface or the average 3G performance or the restrictions imposed by the ‘closed’ operating system. I quite like the phone. But, given that I use mobile phones extensively for much more than making calls, I do feel that the iPhone needs to grow up - just a little bit:

• My basic expectation from a smartphone is ability to multi-task. For the uninitiated - simply put I must be able to listen to music, browse the web, view a spreadsheet and chat via IM at the same time. I loved my Nokia E series devices for this. Unfortunately, the iPhone just can’t do it! You can work on one application at a time.
• Secondly, to customize a phone so that one is able to ‘power-use’ it, there has to be a lot of applications available. Sure, we have the Apps Store from Apple, and some of the apps are great, but the I didn’t find the assortment complete.
• Again, a smartphone without VoIP capabilities is difficult to digest for me. Sadly, it is not possible to talk to people over Gtalk / Skype etc. at the moment. Hoping that Fring comes up with something soon.
• Finally, I still share the gripes of so many other iPhone owners about the usual things - no SMS forwarding, no Video recording (despite being Youtube capable), no Business Cards, average PIM capabilities etc.

Really hope that we get around some of these in the not-so-far future.

Update: I am quite unhappy with the battery performance even after the 2.0.2 update. I am just getting about 2 hours on 3g data connection and about 3 hours on EDGE. To put things into perspective, my nokia E51 could be on EDGE on push mail all day on a single charge!

My article “What Soft Issues Mean for Hard Numbers?” got published in today’s Deccan Herald DH Avenues.

Here is the online link http://www.deccanherald.com/Content/Aug62008/avenues2008080582926.asp

I came to know about this interesting Organization Effectiveness Simulator created by Booz & Co. through Gautam’s blog. This is a little dated, but an article from Booz’s website says that over half of the organizations are either “passive-aggressive” or “overmanaged”.

Take the short survey yourself and find out what kind of an organization you work for.

I have been musing about the “managerial rub-off effect” for a long time. Essentially, the hypothesis is that if you have a great manager, it would have a positive rub-off on you, and you would manage your team well in turn. What it means is sub-cultures get easily created within an organization by managers and there could be positive and negative aspects to it based on how managers manage. Here is a simple matrix to explain what I am talking about:

Optimized: Managers who have great bosses create high levels of engagement within their teams

Concern: Managers who do not have great bosses, in turn are not able to create high levels of engagement with their teams

Striving: Talented in terms of people management - these managers create highly engaged teams, despite not having great bosses.

Sub-optimal: Despite having a great boss, these managers are not able to pass on the “rub-off” effect to their teams. Possible talent issues, poor selection of teams, need for coaching?

In one of my drill-downs into employee data, I found that in almost 65-70% of the cases there is a direct linkage between how a manager is managed and how he manages. This clearly indicates the power of managers to create sub-cultures within organizations (with positive or negative weaves). This makes a strong case for senior managers to lead by example when it comes to people management and thus, foster a productive and engaged workplace.

I finished reading Infosys’ Annual Report 2008 last evening. The report was far more professional and comprehensive than anything I have seen from Indian organizations. The first thing that struck me was that the reports begins with the company’s main assets - “people” and a nice quote from Mr. Murthy - ”Every evening our core assets walk out of the gates. We need to have a way to bring them back every morning.” A good twenty pages, right upfront, is dedicated to employees and what Infosys has been doing about them. The report talks at great length about training, development, organization restructuring, learning programs, employee well-being etc. This is in stark contrast to something like Reliance Industries’ annual report, where “Employee Activities” is a mere 3 paragraph lip-service.

More interesting pages follow after the key financial data - on the intangibles. The company presents a simple, easy to understand brand valuation, a score-sheet for intangible assets and many more. The focus on the intangibles is a welcome phenomenon to corporate reporting, which relies overly on business numbers.

A copy of the report can be found here.

Scene in the boardroom of a typical company:

HR Head: “We are proposing an Employee Engagement survey to be done in the company. It will give us insights about what people feel within the company. It might give us a handle on the attrition situation as well and we will know which specific areas to focus on.”

Executive I: “Well, that means money. We are tight on the budgets because of the market situation. We need to be focusing on getting more business. All I want from you is to make the employees more productive. We need to squeeze the last drops out of the system.”

Executive II: “But, I think doing a survey is not such a bad idea after all. Our competitors mention that XYZ firm does an employee survey for them in their pitch presentations. If we employ a reputed consulting firm, it would be nice to have their name in our official marketing materials.”

HR Head: “Yes, true. Moreover, employees too will feel a sense of being heard. After the survey, we will take focused action to change things.”

Executive I: “I remember clearly that we did do an employee survey about 6-7 years back. What did we do with it? Did the HR take any action based on the findings? It’s a useless waste of money. Fluff stuff.”

HR Head: “No, but this time it is going to be different…”

Sounds familiar. I think so. Many a times hard-nosed business executives miss the point of employee surveys. If the right metrics are used, flawless execution is achieved and there is executive intent to do something about it, employee engagement could unlock a lot of value for companies. Organizations focused on achieving sustainable organic growth can leverage the emotional economy - the power of human emotions - to build a large base of engaged employees and drive business outcomes.

Many organizations think of all this as a “process” which should be done once in a year or a “nice-to-do”, so that they can talk about it at various forums. Often surveys are done and the reports are shoved off in some cabinet and comfortably forgotten about. But, senior executives are missing the big picture. Employee Engagement is critical to business performance. Think this is all “fluff-stuff”? Think twice before jumping off to a conclusion. Take a look at some masked slides I created based on real data:

http://www.scribd.com/doc/3071101/Employee-Engagement-Impact-on-Business-Outcomes

This clearly shows how improvements achieved on employee engagement levels as a result of focused actions and Organization Development interventions can yield better business performance. For instance, in the presentation, business centers which improved their engagement levels, improve their sales figure by almost twice more than centers which had a decline in engagement levels. Think of potential upsides on business measures that you can have, if the variance in engagement is reduced and engagement levels rise up.

Top executives need to get off the rhetorical “We are all about our people - our people make us what we are” and show more strategic intent towards their people. When all the process engineering is done, all the money is pumped into capacity-additions and every process is being monitored by six-sigma black belts, and you still want some more juice - you know where you should be looking at - your people.

Take a hard look at the soft numbers!!

P.S. - It’s important to note here that “employee engagement” has been defined differently by leading experts. When I refer to employee engagement, I am specifically talking about engagement levels with one’s manager or workgroup. It is there where bonds with a company are formed or broken. And don’t we know that there is no such thing as corporate culture; there are as many cultures within a company as there are managers. Each manager, with his own style, creates sub-cultures which impact the lives of employees.

Google is becoming an increasingly integral part of our lives. At first, it was pure-play search and targeted ads, then came along a whole bunch of communication services like Gmail, Gtalk, Orkut, Blogger etc.. We got Youtube, Picasa, Desktop Search, Reader etc.Then, they started offering hosted services like Docs, Google Apps etc. Finally, as the mobile web took off, they got busy in bringing Google services on mobile devices. I personally spend lot of time using the Google Mobile App and the Google Mobile webpage. As Google continues to touch our lives in more and more ways, I really feel they could do a bit more for us consumers, so that we stay hooked (and click on more ads!!). Here’s a short wishlist:

• First things first - let’s talk about Gmail - the killer email service that gave Yahoo and Hotmail the jitters of their lives. Now, Google provides its Gmail users complete access through POP3 / IMAP, so that they can access their mails from a desktop client like Outlook or from mobile devices. They also have a neat application for mobile phones, that brings the real Gmail experience on the small screen. But, this application misses something which is the “in-thing” today - push email or the ability to fetch email as soon as it arrives, without having to manually check mails. I think this should be an important addition to the product.
• Gtalk was “love at first sight” for me. The neat, simple interface was a great relief from that of Yahoo Messenger. I got hooked. And then I wanted it on my mobile phone as well. Apparently, Google does offer a Gtalk client for Blackberry phones, but not for others. What sin has Symbian or Windows Mobile committed? I agree that there are tons of companies offering Gtalk clients like Talkonaut, EQO, Nimbuzz, Fring, Morange etc., but I really don’t feel very comfortable keying in my password on these applications. After all, I use my Gmail for receiving statements from my bank account.
• Google has a wonderful collection of essential softwares which it bundles and offers as Google Pack. Can we have something like that for mobile devices? A single download that offers essential communications, productivity, entertainment and security tools.
• And, how about a Google Mobile Suite - a collection of apps that provide close to full-blown (with all the limitations of mobile devices) experience of all Google services.
• Currently Google allows its mobile users to access Google Docs on their devices. But, users can just view their documents and not edit them. There are so many smartphones out there in the market which suffer from the same handicap - their devices come installed with Office-like software that enables them to view, but not edit documents. How about Google removing this handicap and getting more eyeballs on Google Docs!
• Google acquired Jaiku, a micro-blogging service, sometime back. Google - can you please give us some information on what are you doing with this? Twitter and other micro-blogging platforms are going to eat you for breakfast. It would be great to have a Google micro-blogging platform which is well integrated with Gtalk, Gmail, Orkut, Reader etc.
• Finally, I know you have a great SMS search service. India has one of the largest number of mobile users in the world and SMS as a service is quite cheap. People do not hesitate to pay premium charges for SMS to vote for their Indian Idols or participate in a game show. I am sure that Google’s SMS service can take off in a big way. Most mobile users in India still don’t use GPRS/Internet on their phones, so SMS can play a big role in bridging the information divide. But, there are two stumbling blocks - awareness and localization. How many people know of this service? A miniscule proportion. First of all, Google should popularize the SMS-based search service. In doing so, they need to push mobile operators as well, since they pocket the lion’s share of the SMS revenues. Secondly, if they succeed in providing the service in local languages, the potential simply doubles or maybe even more. Instead of going to ITC’s E-Choupal centers to get weather information or commodity prices, farmers would get the information in their fields, in their palms, whenever they want. That’s going to be huge!

Dear Google, a little more is all we want!!

As newspapers are flooded with reports on the looming food crisis and the sky-rocketing food prices and how China and India are contributing to the phenomenon, my mind wandered towards the differences in the very act of serving food. In India, whenever people gather for dinner in the home of family people, inevitably you have your mothers, aunts, sisters enthusiastically serving food. Even when you are full till your mouth, “a little more” has to be served and lapped up by you. Almost all of us have heard “बेटा थोड़ा और लो ” at our family unions. As far as I understand, this is not so in Western culture. There people are supposed to eat as much as they can or like. There is hardly any motherly pressure to stuff yourself.

As I think, I feel that the act of “a little more” is symbolic of certain things. For most parts of the last few centuries and even now, India remains a poor country with extremely low per capita consumption of most food items. Offering “a little more” food, I believe, is a sub-conscious way of expressing prosperity. The act is symbolic of the fact that “we are well-to-do and there’s plenty in here.” At the same time, this act also symbolizes another deep-rooted value in Indian culture - that of generosity. The way our motherly figures literally force you to down a few more bites symbolizes that “There is enough and you can have more than you want. It’s all there for you.”

It is quite interesting how basic physical needs, over a period of time, form the fabric of a community’s culture. While in the West, the abundance of food, made it a hygiene need, in countries like India, the abundance of food could possibly signify prosperity.

I got engaged last Sunday to my sweetheart of almost 7 years. As I put on a plastic smile for the cameras and greeted every relative I don’t know so well, I got a funny feeling. Almost everybody tried to tell me in their own signature style about how marriages are a ‘life-altering’ event. Somebody mentioned that I would need to start being more social with family & friends, somebody said I cannot live in the same house after marriage and would need a better, bigger (read expensive) place. Some friends said I would need to regulate my lifestyle a bit (you know what I mean!). Some people were happy only for the simple reason that I would get a “tiffin” to work everyday and won’t have to unwillingly nibble at dosas & idlis. Some even went to the extent of saying that I would need to start dressing up more formally and start looking more like a ‘married’ man!! “ऐसे करो, वैसे मत करो!”

As I wondered about why people associate so much change with a marriage, I decided to take some cues from our movies. No better source to understand the Indian mental makeup. I recollected the zillion ‘love-story’ movies that our filmmakers have belted out (sometimes I get amazed at the fact that how many movies can people make with the same damn theme!! Hail Bollywood!). What is interesting is the portrail of our actors / actresses before and after marriage.

Before marriage, people are portrayed as very informal and easy-going (just like you and me). What is more interesting is the portrayal of women. Before marriage, actresses are seen in mainly Western clothes (can be skimpy as well and nobody minds!). They openly express their love, wear-whatever-do-whatever, seduce their men and live a blissful life. But, after marriage, the same characters put on a different skin. Marriage immediately brings an overdose of sobriety and maturity to them. Dressing changes from Western, casual & cool to traditional, formal & suave. The way of speaking becomes more restrained and formal. All of a sudden, society and family has a new meaning.

Exuberance, vibrance, fun, lack of inhibitions, free spirit - all become very minimalistic adjectives to describe married life.

The Indian society is pretty much the same, at least in the ways I have experienced in the traditional realities of a ‘modern’ India. The society expects you to change your mental makeup, attitude & values as you progress in your social life-cycle. Yes, social life-cycle and not the biological life-cyclical. Its contrary to logic, but personal change is not a function of age, but of whether you are in the prime of your जवानी (youth - as defined by one’s marital status) or a बाल बcचे वाला (married person, doesn’t matter if you don’t have kids).

I just managed to download Google Talk Labs Edition. And it looks like I have got what I have been waiting for - for a long, long time! I had almost started feeling that all development work on Google Talk had stopped, until I heard about “Google Talk Goes Green” and then the “Labs Edition”.

The executable file is only about 300kb, but it downloads more setup files when you run the installation. The installation should be a breeze (a couple of minutes) and is a no-brainer. And you logon and see the very familiar interface of the very popular Gtalk Gadget. The overall interface is clean and clutter-free and just the way you expect Gtalk to be! And yes, the Labs Edition does come with all the much-craved features of the gadget like Group Chat, ‘cool’ emoticons and much more built into a desktop client. It gives notifications from Orkut, Gmail and Google Calendar as well. I particularly like the notification thingy from Google Calendar. I use Google Calendar extensively, but get most of the alerts by SMS..that can be a hassle at times - getting too many of those. As opposed to that, the notifications on Gtalk will be much less intrusive, I guess.

The only thing that baffles me completely is the name “Labs Edition” - what the heck!!