In an interaction with The Hindu here, Mr. Kerkhof said companies in developed markets such as the U.S. and Europe had the ability to adjust the headcount to the economic cycles since such a provision was embedded in the legal environment.

“The world around is changing. And, India needs to adapt to the change,’’ he said. Asserting that the “clients demand are changing,’’ he said India too was maturing. The staffing rules, however, remained unclear, he said.

Rising labour cost, he said, was a sure sign that flexi-staffing would gain currency in India, too. Mr. Kerkhok felt that “flexiblising headcount’’ required an enabling regulatory framework. “Also, the Government needs to follow it up. It is a big challenge,’’ he pointed out.

Fielding a range of questions, he said “flexi-staffing’’ was already happening in “professional space’’ especially in areas such as information technology and engineering as many of these companies laid much store by flexibility in total cost.

In this context, he pointed to the huge flexi-staffing of the low-end kind in the construction industry. “This is happening in an informal way,’’ he pointed out.

He said Randstad was focussed on white-collar jobs in telecom, BFSI (Banking, financial services and insurance) and FMCG (fast-moving consumer goods) segments.

Randstad, he said, would beef up its IT infrastructure and bring in global best practices.

To a query, he said Randstad would like to emerge as a leading player in the emerging HR outsourcing space in India.

http://www.thehindu.com/business/Industry/policy-to-facilitate-flexiwork-environment-sought/article4419446.ece

There are many stumbling blocks for businesses to growth. Some of them have to be addressed promptly by the Government, namely:

Talent crunch continues to be a big issue industries are facing and the gap seems to widen every year. This Budget needs to have initiatives that will promote skill development, research and higher education. This can happen through entry of foreign universities or setting up national boards to focus on the same.

India does not have any flexi staffing industry specific laws. Absence of it is leading to ambiguous interpretation of current labour laws which are applicable to all. Also, in the present condition, roles of primary employer, staffing agency and benefits to temporary workforce are not clear.

Require better clarity on taxes applicable for services provided by staffing companies. TDS applicable u/s 194(c) and issuance of certificate u/s 197 of Income Tax Act, requires attention. Considering the business model of staffing companies, Service tax is to be levied on service charges and not total cost of service.

It is recommended that, flexibility be extended to flexi-staff to voluntarily contribute to either NPS or EPFO instead of mandatory PF deduction. As the flexi-staff churn is high and withdrawal or transfer of PF is a long drawn process, if the aforementioned flexibility is extended, it will greatly benefit workers.

The Budget should have policies to promote manufacturing and agrarian economy. Services sector, a major contributor to India’s GDP, cannot continue to sustain this growth rate without a corresponding increase of growth in manufacturing and agrarian sector. Studies have shown that one per cent fall in agricultural output will lead to 0.52 per cent drop in industrial output which in turn will lead to 0.52 per cent growth deceleration in overall growth. Policies to promote higher agrarian output and farmers’ welfare are a must for India’s road to higher growth.

Unified voice on policies is a must for companies to avail themselves of benefits confidently. Minimum Alternate Tax is waived by Ministry of Commerce for companies in SEZ, however, Ministry of Finance negates this benefit and companies are levied tax. Also, businesses and agencies are challenged with numerous central and state laws to comply with. If Government can bring in policy reforms which ensures no ambiguity and creates an environment for business to operate through a single window system, it would be a great boon.

Implement systems to widen the tax base to reduce burden on organised sector. Owing to operational difficulties, Government is unable to tap into unorganised sector and generate more income through taxes and it results in policies that are not conducive for organised sector.

(The writer is Managing Director and CEO, Randstad India.)

http://www.thehindubusinessline.com/industry-and-economy/economy/e-balaji-bring-specific-laws-for-flexi-staffing-industry/article4439501.ece

Interestingly there is a paradigm shift in companies and business houses themselves that encourage employees to maintain a balance between personal and professional life. Growing business opportunities and increased work pressures have seen an increase in burn outs and often result in high attrition rates. From recreational facilities in office buildings to compulsory office outings corporate are doing their bit, however small to break the monotony of work and corporate rules.

Fall out of not having work life balance

One of the most prevalent issues, as a result of unhealthy work life balance, that is too much time spent at work, is familial discord. With less than sufficient time being spent with the family there is an increase in disputes, misunderstandings and problems in a marriage and in the family. Bad family life in turn takes a toll on an employee’s performance at work. When family life is riddled with strife and insecurity this results in low motivational levels, which affects the overall performance at work. Hoping to avoid just such a situation, businesses now invest in work life balance workshops to encourage and help employees into living a more wholesome life.

These workshops provide healthy outlets for stressed out employees, instruct them on how to establish and maintain relationships, networks and activities outside of work. Another important fall out of investing too much time at work without making time for social distractions is the effect it has on one’s health. In the past few years new age diseases, as a result of today’s hectic, high-pressure jobs, has been on the rise. Burn outs, high blood pressure, migraines, back problems as a result of bad posture, impaired vision due to spending too much time in front of computer monitors and indigestion and ulcers due to improper eating habits has become commonplace. Most health magazines nowadays provide office workouts, which are basically quick stretches to do during work to ease aches and cramps. With employee health such a major issue, as illness evidently leads to both absence and lack of productivity or low productivity levels, many companies, especially the IT firms have in-house health facilities.

Most busy professionals work out in the office gym, as they don’t have the time to go to regular gyms or the commute is too long. And many professional health studios have branches in IT parks for this very purpose. Table tennis, badminton, tennis and squash are some of the other sports facilities that some companies nowadays offer.

While both family life and health are evident issues, the overall problem that people who spend too much time at work face is a stunted social life and not wholesome progress. When employees don’t make time for recreation be it sports, theatre, music, literature, social gatherings or just hanging out with friends and family the growth becomes very uni-dimensional. Being an active part of the society or community is necessary for personal growth, which will subsequently affect professional life.

Many experts admit that an active social life is important for well-rounded development and this doesn’t stop when one enters the work place.

Making time matters

With words like recession, globalisation and economy becoming part of daily parlance, there is no doubt that focus has shifted. Career and money are understandable, necessary goals but it is time to stretch our interests and achievements beyond our cubicles. With everyone tripping over themselves and each other to get ahead in the rat race, no one wants to take time off to smell the roses, lest they get left behind.

What new age gurus have been spouting may actually have some value after all. Time management and prioritising are key to achieving a happy work life balance that works for you.

The important thing is to not take work home with you. For those working on strict deadlines this is especially tough, but not impossible. Mobile phones are arguably the biggest distractions, a simple yet difficult choice is to either switch it off or not answer business calls when at home. This will ensure that quality time is not being taken away from family time. Your wife, kids and friends will appreciate it. There is nothing that cannot wait till morning. The biggest problem is that most people feel that they owe their offices or companies all their time, more than the prescribed eight hours, but that is not the case. Once you leave the office, you’re under no obligation to do their bidding; this is where each person needs to set up guidelines.

Similarly manage time well in the office and don’t get waylaid by distractions. The biggest reason why people carry work home with them is that they can’t seem to finish it at work. This is because there are so many unproductive hours spent at work. Cut down the smoke breaks, the coffee breaks, the water cooler gossip breaks and you will find yourself with so much more time on your hands. Similarly logging onto Facebook  and Orkut and checking personal mail every five minutes is also not conducive to productive work time. Take breaks, but only when necessary.

Many people also commute far, which adds to the exhaustion and fatigue of the day. Make even those minutes or hours count. Make personal phone calls then, catch up with friends and family or even use that time to read a book or listen to music.

Today more and more people are succumbing to the pressures of difficult jobs, but there are just as many who are able to strike the right work life balance, who don’t compromise on their social lives and at the same time don’t let their work suffer either. It is about finding that middle path, about being committed to your work while remaining true to yourself and not getting lost in spreadsheets and deadlines.

It is fairly easy to retain the local culture and environment of an organization if the business merely entails trading around the globe or even operating through overseas offices. This does not define the organization as a global unit. True globalization lies in aligning business functions and management policies & practices of offices in various countries to make the entire unit one global organization.

So how do we sustain the uniqueness of our local culture while working in a global environment? The global offices are consistently sensitive to the local culture and the legal implications while managing the 24 hour global marketplace. The little pockets of local presence, while retaining their individualistic culture, exist seamlessly in the massive canvas of global enterprise. Globalization impacts all types of businesses; a small product developer might not serve the global market, but can find alternate products in other countries. Larger corporates, of course, benefit completely from spreading their respective businesses around the globe.  Access to resources is no longer limited. Capital, raw material and information flow across continents and technology is available for an affordable price to those who cannot develop it.  Digital highways, more than airways, have bridged the boundaries between countries.

Initially globalization was perceived to be a challenge with regard to technology and logistics. However, the biggest issue, if not impediment to this phenomenon, is culture. Money, machines and materials that build an organization can be managed even better with overseas resources available at competitive rates. It is the people, who run organizations and they need to be motivated to effectively perform at global standards. With advanced systems and resources provided to match international standards, management of human resources becomes critical. It is futile to transform organizational practices and processes to emerge as an international player, if the company does not take serious efforts to change the mindset of its people. While the industry boasts of entering the international marketplace, the path to success will remain untraveled if HR practices are not correspondingly enhanced.  Organizations must seek benchmarks in international practices of human resource management and quickly catch up with them to become a truly international organization.

The international players have been endeavouring to instil the `Think Global, Act Local’ approach in the business intent as well as corporate culture. Reasonable independence to operate within its territory is given to overseas units. Therefore though business objectives are aligned to the parent organization, the heads of the branch and subsidiary offices are treated as `domain’ experts and endowed with the freedom to take decisions regarding their respective markets. The country heads, well aware and accustomed to the local laws and customs enjoy the empowerment of operating their units in a manner they deem fit to the nature of their regions. These operating functions include business aspects, logistics, purchase and vendor selection and management. There is also a certain privacy with regard to IT policies and deployment that is given to the overseas offices.

This movement of global perception in a local marketplace is itself a major change for managers. The current method of allowing control over local operations is therefore vital. It helps in creating the comfort and confidence that is so essential to work performance. Hence transforming an international organization to a wholly global model would be a drastic change which would well be met with immense resistance. Also, working in a global market and yet retaining the local control works well for the business. The regional experts are important to help business grow in the respective locations and this would take priority over creating a one culture organization. The culture would be one with respect to performance standards and work ethics. Beyond that, HR policies, salary structure with taxation, legal policies, work timings and so on would most essentially pertain to the respective country’s practice and custom.

Having said this, the fact remains that an international organization needs uniform and synchronized business practices and processes across offices to function in harmony. The dilemma here lies in evolving or reengineering policies, practices and processes globally relevant as well as efficient but locally practical and accountable

A multinational company (MNC) has to do an indepth study of the related countries’ governing bodies in addition to understanding and respecting their business philosophy, culture and customs. Long term successful and profitable relationships are built based on mutual respect and awareness. However simple a practice is, it is vital to paid heed to it. Once instance comes to my mind in this context: A business partner from the Western world was visiting and during an outstation trip with the team, enquired of a woman colleague. `Is it okay if I offer to carry your baggage?’ He did not want to demonstrate his chivalrous trait without checking if it would be misconstrued as an intrusion of privacy or even hint that the colleague is not capable of handling her baggage.

The shared services function caters to regional need for flexibility and adaptability in terms of legal compliance. Cross cultural training sessions and country specific orientation programs are part of corporate induction in multi national organizations. When globalization set in, organizations were only focussing on logistic and communication issues; little or no importance was given to cultural challenges. Since English is the universal language, non English speaking countries are now focussing on language learning as part of vocational skill development. Many an organization insists on communication skills with English language proficiency as a must have competency for hiring. Countries like China have structured programs to build language skills across levels and functions.

Finetuning communications, aligning business functions and, management, in particular HR practices so that they are consistent throughout the organization is critical for the success of a multi national business. All this is sustained on the one hand, while on the other, the regional offices preserve and adhere to cultural and compliance issues as per the locational requirements. The balance of global function in local setup is the crux of thinking local and acting global.

Driving this two fold approach is not simple. Operational efficiencies and standardization of several critical processes, professional management and more important, sensitivity to diversity ensures that an organization thrives in the global market.

Whatever be the type, communication is a competency every professional has no choice but to master. To be a good communicator, do we need to have sound social skills or will language proficiency suffice? Well, both are important.

The four aspects of communication: reading, listening, speaking and writing are equally pertinent and important. In addition to these four dimensions of language, body language is a vital aspect, which in other words, is non verbal communication.

Almost all job interviews are based on communication and language competencies. A good presenter can make an impression, a very positive one at that, even if he/she does not demonstrate relevant domain knowledge. I have heard employers state that role based skills can be developed, not so language skills. `Give me a candidate who can articulate well and write with clarity; we can train him in work skills’.

With communication getting briefer and quicker in this age of speed, written communication, being the most popular mode of business interaction, needs to be faultless. Written English requires more care than spoken English. Usage of simple and plain words instead of fancy phrases, and in short and concise sentences, is the global communication culture now. Brevity does not imply brusqueness or abruptness. On the one hand, we have to dispense with redundancy in words – we do not say `endeavour to ascertain and accomplish’; we just say `try to find out and complete’. Jargon, trendy buzzwords, sms-ese, acronyms are all, if featured in written communication, read with impatience and irritation! Mark Twain said, `I never use a word like metropolis, when I can get the same price for city’. We write to communicate, not impress. Business communication needs to be effective and with impact, getting the expected response and achieving results.

Spoken language is critical too, as it involves self confidence, non verbal skills, active listening, expression and a good vocabulary. More important, spoken communication warrants earnestness, without which, the speaker can sound shallow and pretentious. Spoken language is a habit and needs to be cultivated consciously. If picked up and practised the wrong way correction and unlearning takes a long time. The reason why people think they can get away with improper and incomplete verbal communication is because in-person interaction has other aspects like body signs, expression, gestures, interruptions, prompting from listener, and so on.

While all these are important for communication, the verbal skills remain the primary focus. Very many errors and gaps occur in verbal communication. Verbal or speech tics are those words which are habitually used by the speaker. Do you recall your student days, when you noted down the number of times your teacher uttered – you know, do you understand, okay?  Most of us are not aware of our speech tics and we regularly use them to start a conversation, fill in the gap and at times, as mere expressions. One of my colleagues asked another colleague – so, basically, how are you doing? My other colleague replied – thank you, I am naturally doing well; but, fundamentally you should not be asking me this, because you see me every day! Verbal tics can cause not only annoyance but also fatigue to the listener.

The best way to get rid of this habit is to choose someone who interacts with you closely and have that person give you instant feedback. Like I said, unlearning or breaking a long standing habit takes a while, but in course of time, with conscious efforts, you will have achieved desired results.

There are other conversational irritants such as the hemming and hawing; in other words, hesitation and fumbling in speech. The new age of speed and quickness has no room for classic meeting addresses such as this: er… I attended, hmmm, a meeting with the VP, yes, the VP. Okay? And, and I thought hummm I should share what, uhh what we discussed, so that………. The group members by that time would have exchanged a few phone messages, maybe made couple of quick calls and sent out some emails. And, can we blame them? Clarity, articulation, pace, choice of vocabulary, assertiveness and confidence are the components that make verbal communication highly effective and impactful. Clothes maketh a man – but this is only the first impression. Beyond this, it is his language and expression that mark his success.

Communication skills need to be consciously cultivated and continually honed if one is serious about career growth and professional progress. A good communicator is a preferred business leader.

You may want to give a little more attention to how you dress for an interview because what you wear may be substantially influencing your career path. Although nothing takes the place of talent, knowledge, innate ability and ambition, looking your professional best for an interview can give you a competitive advantage. It simply means dressing in a way that projects an image of the sophisticated, successful working individual you are or would like to become.

Having said this, it must also be stressed that one need not dress to kill. The job is not for Ms or Mr. City but for the right candidate with relevant skills and professional countenance. Corporate culture encourages western attire for women. Globalization across industries has impacted culture and custom apart from functions and operations. Western wear is perceived to be neutral and extremely professional and in recent times, interviews are attended in smart business casuals or even business suits. This, though, is not mandatory and candidates have passed interviews in the `flying colors’ of our native salwars and sarees. However, the colors need to be sober and formal. The thumb rule, for men, specially, is the simpler the better. White, off white, pale, blue shirts are preferred, though you may wear dark colored shirts too, provided the shirt is in single color. Black trousers or any dark color is recommended. Next comes the classic question – to tie or not to tie! The decision depends on the corporate culture of the hiring organization and the individual’s choice. If formal attire is expected, play it safe and choose a traditional silk tie without loud colors or patterns. The triangle of the knot needs to be perfect and in place. Avoid wearing white socks and shoes that look casual. Jacket is optional but recommended for cold weather locations.

Women have a wider choice which makes decisions difficult. Choose attire in muted colors and small prints and avoid sarees with bold prints or zari borders. A tunic with a formal pair of trousers goes a long way in making a good impression. Ornamental chunky jewelry is a strict no-no; keep accessories simple and chic as this comprises the essence of good dressing. This goes for make up too; minimal cosmetics to be used but at the same time, do not attend an interview with an oily face. Simple can be regarded as plain.

Apart from clothes, maintaining personal hygiene enhances an individual’s physical and emotional wellbeing. Personal hygiene in terms of skin, hair, dental care and overall good grooming is important for a person to feel confident and good about oneself. If you exude confidence you demonstrate competence, both of which are important hiring criteria.

Social networking sites profess objectives beyond merely that of connecting people on the web page. Professional information is shared across organizations and geographies; information of individuals, which ironically respective employer organizations may not have paid attention to. Long gone are the days when we need to look around to obtain information about a business prospect before the first meeting. With the emerging options of Information Technology (such an apt term in this context) one needs to hit a networking site, type the name and read about the profile of the person to be met.  In the world of hiring, recommendation does matter, as what is important is not what you know but who you know. With multi level networking, it is possible to not only check an individual’s profile but also check his/ her references.

Networking is two-fold: online and the real world. Online networking throws up a wide range of options through blog, chat, websites – professional & social. Regular updation of the posted profile is necessary for one to be alive and visible in the cyber world. Networking does not confine to the individual alone. There has to be the two way process of seeking as well as providing information. On the one hand, there is the need to explore career changes, and on the other hand, the readiness to communicate opportunity leads, which may be of interest to other people.  When information is posted, several readers put up responses and this interaction leads to forming of new professional relationships which can add value to one’s career growth in the long run. Several online communities have been launched by people with common interests.

Such platforms provide scope for knowledge and experience sharing and at times, even exchange of personal information; the age old pen pal concept has now been enhanced to the cyber friend variety. These online friendships cannot be treated lightly as people spend more time on the internet than with real people. Online interaction is done at your own pace and convenience and one can be selective about communication even within an online community. The conviction that a technically savvy person is not socially affable does not hold water anymore. Technical competencies and social skills are now on two sides of the coin.

While online social participation does go a long way in elevating professional status, socializing in the real world has its own charm. If one is too busy to socialize it would only have a negative impact on his professional standing. Attending seminars and meets is not an after work activity; it is an integral part of the profession. Memberships in associations, clubs and forums help in meeting people on a regular basis. Many a business deal or a job offer has been the result of social networking where one has been in the right place at the right time. I recall one organization becoming richer by an excellent project manager rather unexpectedly; one of their sales managers, happened to wait at the lobby of a hotel for a cousin who he was to have dinner with.

While waiting, he struck conversation with someone sitting there. The interaction, as is expected, started with talking about the increasing city traffic (both were waiting for their respective guests) and the hospitality industry’s service standards. When the sales manager discovered, in course of the conversation that the other person had concluded an assignment in the US and was now exploring options in India, he invited him to his office the next day. Meetings were fixed and the organization which was desperately hunting for a project manager for a new assignment, made the offer right away. Well, even for coincidences to occur, one not only needs to be there but also engage in meaningful and constructive conversation.

The power of social networking is increasing by the day and various levels of social interactions are emerging. The word of mouth or letter of recommendation has now gracefully given way to website credentials.

If one has to keep abreast of what is happening in the corporate world with regard to job as well as business opportunities, then social networking is the only way of life. However, we need to keep in mind the extent to which we can divulge or even share information, specially, in the cyber networking platform. Sensitive and critical information needs to be well thought out before communicating the same in person or on the net. The employer organization’s confidential information is not to be shared even if it means getting a foot into the proverbial door. Awareness of social ethics and professional values is the underlying guideline while networking. Knowledge and information sharing, leads posting, relationship building and so on will be highly beneficial so long as the process and the content is aligned with the buzz word: Netiquette.

Balaji E
MD & CEO

Computer Based Training (CBT) became popular with the emergence of software as an industry. IT training needed computers, as a learning aid, to help learners acquire expertise through application. The computer was a supplement to learning and did not, however, replace the traditional classroom instruction.

For a long time, learning on the machines was purely for technical areas related only to computer technology. As the CBT gained focus, more advantages were discovered in learning on the computers. Use of software packages to facilitate learning helped self directed skills development. The term `self paced learning’ was evolved as learning electronically does not require a batch of participants, like in a class room, who will need to go through the same concepts and exercises at the same time. The modules, the jargon for chapters in e-learning, are accessed and learnt at a time that is convenient to the participant. A full time instructor was not required; machines freed, though not necessarily replaced the instructor. Subject Matter Experts (SME) did not have to become itinerant trainers to deliver sessions in different locations. Training material gets standardized thereby minimizing the variants of training styles. Help screens are included in the program to provide guidelines and additional information for learners who are not very tech savvy. CBT also uses multi media to make the learning enriched with audio clips, animation and graphics and interactive videos.

The need for training, and for training across levels, services and functions, is gaining focus in the realm of HR intent. Skill development is pivotal to retention. The recent down trend resulting in several organizations flattening and downsizing, has in a way coerced companies to plan proactively and build competencies if they are to hold on to their best and brightest.

With the world of industry entering global markets, virtual teams in organizations constantly form and function across countries. Content based training, with the objective of imparting knowledge are relatively more `e-friendly’. The coursematerial is hosted on the intranet, or even the internet in some instances. Assignments aimed to assess recall and register abilities are administered where measurement is simple and straight. Companies anchor most process and product training in the online method. A one time effort of creating material, evolving assignments and structuring measurement of learning effectiveness, goes a long way in terms of the reach it has within the organization. One standard module with measured learning objectives addresses the organization’s knowledge gap in a swift, simple and stable environment which is not constrained by the human limitations of one trainer, one location, one group, one date and time. In the traditional class room methodology, on the other hand, it is one program replicated several times over thereby giving in to the variations of training style in addition to learning happening in a staggered manner, and the likelihood of the tempo of training slowing down. By the time the last of the sessions happens in a location, training would have become a mere perfunctory exercise, done for the sake of MIS reports.

Stephen Covey’s 7^th habit, `sharpen the saw’, promotes learning from previous experience. Sharing experiences helps other employees cope with the corporate challenges as well as changes and visibly move to higher levels of competencies. Covey recommends organizations to create a culture where every learner becomes a trainer and every trainer also experiences learning. This way, the organization not only provides individual knowledge but also creates institutional knowledge; this ensures that the organization, irrespective of people exiting, establishes knowledge and has the ownership of the collective expertise and intellectual property. This effort can be captured comprehensively with online training programs.

Online training aids meeting of specific learning objectives. Hitherto, developmental initiatives comprised rolling out a number of courses which were generic and in a broad manner addressed random learning needs. As a group, the learners went through a skill building experience. However, in this method, individual and specific needs were not given importance. The evolving virtual training methods create scope for asking more pointed questions to find out what job knowledge and skills the learner needs to acquire and perform at the workplace. Stand alone modules are developed to address each learning need and only the learners who lack these competencies go through the training session.

Having established the advantages of online training, we now need to explore the different methodologies that can be adopted in the virtual space.

Learning online is distance learning. For a long time, several western countries have used video conferencing; VC not only aids remote training, but also helps in bringing the learning environment to as close to the flexibility and spontaniety as that of a traditional classroom. This method is highly interactive, very economical and can address a number of trainees at the same time. Global companies having far flung operations, benefit largely from this technology. And, as discussed before, this method ensures consistency of content and instruction apart from cutting down travel bills.

Satellite broadcasts are also used to deliver product training. Satellite training rooms promote an interactive learning method and can teach to a class of several thousand of learners, something a brick and mortar classroom can never achieve. Companies which find use for this method, but cannot afford the infrastructure hire third party satellite communications agencies to anchor their training modules.

Simulation is a training approach that is simple but yet effective. This calls for programs that replicate tasks away from the job site. The range is wide – from fundamental mock exercise to computerized simulation of a complete work environment. This is relevant for functional training where retail counters, automobiles, operating rooms and so on are created online to help learners use the place without causing damage to any of the aspects. Simulations are even used for management skills development. As a high tech training platform for leaders and managers, this method assesses the problem-solving and decision making skills of the participants. Business games are also conducted as part of a simulation exercise.

An extension of simulation is the virtual reality training. Again a computer based approach, this method permits learners to gain perspectives that are not possible in a real time training program. For instance, a heavy machine tool can be turned over and viewed to help learn the tool thoroughly. This kind of manipulation is otherwise impractical and impossible.

The most popular methodology elearning, which is in effect, an umbrella term that comprises all computer based methods, is widely used in the new economy. Enough and more has been said about the versatality of online instructional training and yet this can never be over stressed. Online training with its features of simultaneous delivery in different languages anytime and in any part of the world is vivid and appealing due to the care that is taken while creating the modules. Keeping in mind the universal need of addressing large groups anywhere, the content is comprehensive and professionally created by a team of instructional designers and graphic artists. Instructional Designers or ID experts as they are better known can visualize the content format as it appears online and can put together the appropriate session structure, flow and even pitch the level of training to cater to the existing knowledge and skills of the trainees.

Although industries and markets differ in the corporate world, it has been proved that almost 74% of training needs are the same. Sales and customer service, marketing skills, induction programs, cross cultural training, workplace etiquette, communication and presentation skills are indicative common denominator online training modules used by corporates functioning across the globe.

A spin off from online training gaining importance is the emergence of several elearning companies. These companies create training content using domain experts and ID specialists which are sold as off the shelf modules. Elearning companies also develop customized and exclusive training material for a higher fee for their clients. However, the immense use for these modules and the huge target group that they are delivered for, off set the cost incurred as payment to the elearning vendor.

The features, advantages and benefits of online training are tangible. However, the adage `taking the horse to the water’ is never more applicable in any other aspect than here. Classroom training offers a controlled environment where trainees are mentally prepared to sit through a learning experience. The trainer, for his/her part ensures that the learners have some pertinent takeaways from training. Recall, recap and review methods after every session help reinforce the learning aspects. On the other hand, online training calls for personal commitment from the learner. The organization or the boss can provide support for development but cannot in anyway develop the employee. The onus of enhancing competencies is with the learner alone.

Taking complete responsibility for one’s own development is the most important aspect of online training. The success and return on investment in training lies purely in the hands and mind of the learner. A positive approach to learning coupled with a passion for performance has to be inculcated and evolved as an organizational culture before an employee is launched on the path to learning and developing in the cyber space.

Aditya Narayan Mishra
President – Staffing

The term `feedback’ is borrowed from rocket engineering jargon. A rocket sent into space contains a mechanism that sends signals back to Earth. On Earth, a steering apparatus receives these signals, checks if the rocket is off target, and corrects its course. In the world of work, message is given based on observations to the individual if he/she is off target in terms of the goals set by self and by the organization. This message can then be used to correct his or her course.

Feedback is most effective when given in `here-and-now’. This is the traditional method course correction is done, and a method we are all very familiar with. During our growing years, behaviors were noted by the elders in the family (mostly the mother) and correction was done in a very direct and hard hitting manner. We were reminded of what we did/did not do, the result of that, and the impression we have created. If we ever repeated this then a mild threat along with what would happen to our future if we continued with this behavior was communicated to us in such a manner that to this day we would remember the reprimand, and of course, refrain from that behavior.

Professional behavior and work performance does not warrant such a fundamental correction; however, there is a perpetual need for improvement and the only way to enhance performance is to receive critical feedback by people working with, under, above and around us. Personal development, which is essential in the workplace, requires good, honest, well expressed and specific feedback.

Feedback is generally termed as either positive or negative. It actually translates to supportive or corrective behavior which calls for reinforcement or improvement as the case may be. Actually, all feedback is positive as it assists the individual in maintaining or enhancing the present level of performance.

Handling feedback is an art. The ability and the willingness to communicate effectively comprise the crux of a feedback exercise. Here, communication is both ways – that of giving and receiving information.  The processes of providing and seeking feedback are most important in making us `see ourselves as others see us.’ Giving and receiving feedback effectively are not easy tasks; they imply certain key ingredients: caring, trust, acceptance, and openness.

360 Feedback:

One of the techniques that became popular and has since been used in organizations across the world is the 360 degree feedback method. According to consulting firms, 40 percent of companies started using the 360 feedback tool in the early 90s. By year 2000, almost 65 percent of corporate organizations followed the 360 degree feedback tool for both employee development and evaluation process. In this multi rater feedback process, the individual, usually the manager, is figuratively in the center of the circle and feedback is given by superiors, subordinates, peers and customers. Along with the various ratings, the manager’s self assessment is recorded. The data collated and interpreted is used for appraisal and promotion as well as learning and development. The merit in this technique is multifold: it maps the strengths and areas of improvement in the individual and his/her managerial style and it also initiates self-change in the manager. Apart from creating an atmosphere of teamwork and sense of empowerment with accountability, the method also, at times, unearths home truths about the organizational environment and culture. It is important to choose the right people as raters. The choice is a group of people which interacts routinely with the person receiving feedback and is usually shared by the organization and employee.

The next important aspect, after the choice of raters, is the level of confidentiality at which the process is carried out. If appraisers feel that their individual ratings can be identified by the individual or the organization, their rating tends to become less accurate. People, by nature, do not want to give honest feedback, when it is negative, as it will be tied to them. In 2003, Lombardo and Eichinger, of Lominger Limited, Inc. found that accuracy decreases when the ratings become public and identifiable. Accuracy of the ratings increases if confidentiality and anonymity is kept high.

It is a challenge, however, to create a comprehensive process based on the 360 degree tool in large organizations. It is advisable to gradually evolve the process by adopting the tool in small measures. One company commenced this process by providing only to the employee in the first round. In the second round, about a year later, the employee as well as the HR manager viewed the data. The data, though, was not used for performance appraisal; neither did it enter the personal file. The third year, data that was obtained from the feedback process, was incorporated into the performance appraisal process and was also tied to increment and incentives. This helped the employee to use the feedback report as the basis to make improvements in work style as well as work place behavior. The company ensured the raters were kept confidential in all the rounds.

The feedback pans across parameters such as: job performance, behavior at workplace, managerial effectiveness, skills like delegation, communication and team play. The scope of assessment also includes finer aspects like values, ethics, fairness, balance, etiquette like professional courtesies. The process aims to capture in a nutshell, how inspired the employee’s leadership is.

Technology plays an important role to guarantee of anonymity which in turn maximizes earnestness, candor and honesty in responses. The technology must be capable of protecting the data from access by unauthorized people. HR policies and procedures that define feedback process as part of performance management need to clearly state who can view the feedback and in what circumstances. The reliability and validity of the collated data also largely depends on the specification of the group size. It is recommended that, apart from self and supervisor scores, the size for each category should be no less than three.

Technology furthermore accelerates the rating process as many instruments are available online. The data crunched and presented in graphs by the computer is handed in a collective report to the appraisee, who internalizes the feedback and seeks counseling from the management or in some cases from a professional coach.

The 360 degree appraisal, though popular and adopted by many organizations is meaningful and constructive only when the follow up is taken seriously. A half way method, with just the process implemented and no improvement tools in place proves to be a perfunctory exercise which is not result oriented. In many cases, the technique though effective in providing objective and unbiased feedback, does not call for commitment to improve from the appraisees. Organizations feel that adult learning is confined to merely creating awareness but which can cause changes in a natural and positive way. What needs to be remembered is that the adult mind can be in denial and the feedback could be rejected as a matter of opinion. If not handled well, appraisees could end up feeling demotivated and in extreme cases also start harboring a persecution complex. A manager, who is insulated and removed from interactive communication with his team, may be surprised even shocked, when he/she receives the report. The feelings and emotions further cause sadness, anger, humiliation and regret which could snowball into cynicism. In such instances, 360 degree process would have caused more harm than help.

Pay cheques should not reflect the feedback report as the tool is only a compass for pointing out direction to compensation; it cannot be the arbiter of reward. Here, performance in terms of meeting the targets is fundamental to evaluation. At the risk of exaggeration, a manager cannot suffer bad feedback because he refused to grant leave to a team member! It has to be understood that results can be uneven as individual reactions can vary. The manager needs to be given the report and an opportunity to finetune workstyles. A discreet follow up by the HR to check if assistance is required to arrange for counseling, mentoring or coaching for the individual is needed to bring the exercise to a meaningful closure.

Bearing this in mind, the 360 degree feedback process is recommended as a supplement to any performance appraisal system and not in lieu of the existing process. Although applicable across functions and hierarchy, the tool is most effective when used top down.

During an open house session in a software company, an employee voiced a need to have a 360 degree process. When asked the reason he replied that he did not know anything about the process except that it can be a vent to let out pent up frustration! 360 degree feedback exercise, if implemented, calls for an awareness building session as a pre-requisite to raters as well as managers. Perspective is critical if a professional process is to be administered and for receiving objective and real feedback. It becomes a real reality check only if done objectively and professionally.

Nothing can be closer to the truth than the declaration that technology and HR speak two different languages. While jargon is the prevalent universal language, HR tends to balance jargon and English – customary language used for expression. However, technologists prefer to code and if at all there is a need to speak out, then a few uttered jargons would do the needful. It is amazing how one can get by with jargon alone. Give me a quick down load, this shirt is an enhanced version of the old brand, the point per se seems fine, this is FYI – oh, the list is endless. But what takes the cake is the statement made by a colleague (a programmer) when our networking executive finally identified the girl he wanted to marry. My techie pal advised- `think through buddy, you will not be able to upgrade later!’

A job interview paneled by a HR person and a Line manager will demonstrate that language & communication entail two entirely different perspectives. Human communication is defined as the process of making sense out of the world and sharing that sense with others through verbal and nonverbal messages. How two people, due to their nature of respective jobs, communicate with the candidate is a classic example. The HR manager will look at the overall personality of the candidate and focus strongly on communication skills like verbal proficiency, body language, and listening skills. To the technical managers, these aspects would seem fairly trivial as he/she would be testing the technical knowledge and application skills of the candidate. After all, the job is all about that, right?  However, organizational Heads would look beyond this and want their people to possess balanced competencies in both functional and soft skills. I remember a Business Head’s assessment of a software engineer after interviewing him – excellent technical skills; however keep him one continent away from the client!

Of late, soft skills are gaining prominence and the need for linguistic skills along with technical knowledge is established. Now, all organizations, without exception, list communication skills as a core competency to check during job interviews. From front office executive to Finance Head, communication, the business kind, is the most important skill to possess. Long gone are the days when domain skills and softskills were regarded as mutually exclusive. Now companies want people who have a healthy attitude, possess eagerness to learn and demonstrate excellent communication skills. The objective is to bridge the gap between technology and language which has hitherto caused many a client to say, “You don’t speak my language,” This comment can be taken as a direct criticism of a professional who uses language ineffectively. Selecting language that is appropriate to the situation is crucial to success. The type of language used must be chosen on the basis of an awareness of the setting, the client’s disposition towards the existing external environment and the nature of the subject in question.

An individual’s type of communication and vocabulary used depends largely on how he/she stores data and processes information.

Three such frameworks have been identified by learning experts:

`Can you throw some light into this’, `I don’t see why we need to meet today’, `are you looking for a solution’ – these are by people who are focused on visual stimuli.

People who pay close attention to hearing are better students as they concentrate in class and absorb what is imparted by the faculty. Their typical vocabulary would be – `keep a ear to the ground’, `yes, that rings a bell’, `sorry, I don’t like the sound of your complaint’.

The third category is the kinesthetic variety of people. Primarily experiential, be it academic learning or work performance, these people like to get the `feel of the issue’ and are uncomfortable if they are not able to `put a finger on the problem’. They are literally `hands on’ professionals.

Language proficiency is only one aspect of communication. Listening skills, business etiquette, body language and emotional sensitivity are equally important.

Availability of options to learn is advantageous, yes, but at times proves detrimental too. By options, I mean the internet, television and so on as the knowledge and skill building media. The erstwhile learning methods were only through reading (the book variety) and listening. Both these aspects, critical to communication, were thus consistently honed. The advent of self paced learning and computer based knowledge transfer combined with the inherent impatience the youth of today profess, listening skills have taken a beating and the reading habit is almost lost. Communication is now a consciously cultivated skill.

Based on an understanding of needs, wants and attitudes between two communicators, effective communication hinges on comprehending the message and responding in terms that move the exchange forward to a preferred direction.

The gamut of communication skills covers written skills; proficiency in this can go a long way in a professional’s career. Language being a habit, spoken skills are picked up casually, and speech tics, conversational fillers, question tags and so on help cover the flaws in spoken language. In India, furthermore, we have the advantage of blending regional dialect and English to make a very comprehensive, unique, but deeply communicative language. To become players in the emerging global market we would need to correct our adopted and customized local language. Communication, with English in its pure form, would aid international interaction.

Almost all business communication is done through email. Writing emails may seem the easiest form of written language as a mail has to be brief, to the point and quick. Language skills or the lack of it may not be the challenge here. Emailing, nevertheless, has certain norms and boundaries as words have the power to impact thoughts and actions, and also have the power to make or break relationships. One needs to keep abreast of linguistic changes and adopt the designations, form of address currently preferred by the cultures of various countries. Email etiquette is the key become a professional and business communicator. Non sexist and neutral terminology, formal address (unless the person specifies form of address), relevant subject line, minimal jargon and absolutely nil sms-ese would comprise the fundamentals of email communication.

Use of symbols, specially emoticons, are of course a strict no-no. Imagine a HR person rising to the trendy manner of communication writes to a candidate who is not selected – We regret to inform you that we are not in a position to offer you a position in our organization:-. However this does not reflect on your competencies or experience .

Good communication is the lifeblood of organizations and good communicators make better executives/managers. To become an effective communicator one needs to recognize barriers and work to overcome them.

Technical skills, functional knowledge and domain expertise are professional competencies based on which one finds a job and grows in career. Beyond a certain level, these competencies do not suffice to discharge organizational responsibilities. One needs to profess sound communication skills as well as soft skills which are very pertinent to work with a team.  To commence this learning path, one needs to learn to be a good listener, create focus in approach, cultivate logical thinking, build command over the language, practise crisp delivery skills, and lastly, be empathetic enough to see the receiver’s viewpoint.

Can you visualize the impact a sound technologist, with good body language, apt choice of vocabulary and excellent connect with audience, makes in his presentation?  Well, he will have the client eating out of his hand.

Now, this would be the ideal example of visual, auditory and tactile (kinesthetic) framework!

Nikhil Indrasenan
Head – Training Division