I often hear people discuss why someone is not suited for a particular role or may not have the necessary characteristics for a task.
We can never measure anybody's capability. Nor can we how someone will fare in a particular situation. I think we should give challenging tasks and provide necessary guidance. There maybe failures but it will make the team member stronger & motivated to outperform the next task.
Small failures can be managed correctly. After all what is management for? Hence I feel it is management selfishness to resolve failures which lead to people not getting the correct opportunities to show their caliber.
Go-out let your team members fail once in a while.
Showing posts with label hr. Show all posts
Showing posts with label hr. Show all posts
23 August 2010
21 July 2010
Management: Conflict resolution
Its funny how in different roles are interpreted in different organizations. It is y how the same role in multiple organizations work in entirely different capacity.
Generally one would see a Manager as a facilitator, helps functioning effectively, guides people. Based on my experience in a high performance environment work culture, the manager is greatly involved in conflict resolution. When there are two more strong entities in a project who can influence outcome, the manager's roles is to smoothen their differences.
A high performance culture can also lead to people only caring about their personal enrichment. Gaea concepts go out of the window and no one cares about the organization. It all about meeting one's targets and preferably undermining others efforts.
Work environments need to be open, free and harmonious... Keep the faith, the messiah is coming!
Generally one would see a Manager as a facilitator, helps functioning effectively, guides people. Based on my experience in a high performance environment work culture, the manager is greatly involved in conflict resolution. When there are two more strong entities in a project who can influence outcome, the manager's roles is to smoothen their differences.
A high performance culture can also lead to people only caring about their personal enrichment. Gaea concepts go out of the window and no one cares about the organization. It all about meeting one's targets and preferably undermining others efforts.
Work environments need to be open, free and harmonious... Keep the faith, the messiah is coming!
27 April 2009
Mighty fall continues
This is in continuation from my pervious post "How the mighty have fallen". It seems the fall of Infosys continues. They have continue harassing employees while the management prospers.
It seems the IT people are being asked to take BPO jobs. This is very disgusting and not in tune with their skills. Read more here.
Looking at this in light of recent hikes (~10 crores) given to higher management (read here). With these 10 crores, the 2K people sacked could have easily been retained. If their conditions are so bad why are upper echolons getting raises while others aren't??
It is unethical and shameful for Infosys to fall to such lows.
It seems the IT people are being asked to take BPO jobs. This is very disgusting and not in tune with their skills. Read more here.
Looking at this in light of recent hikes (~10 crores) given to higher management (read here). With these 10 crores, the 2K people sacked could have easily been retained. If their conditions are so bad why are upper echolons getting raises while others aren't??
It is unethical and shameful for Infosys to fall to such lows.
16 April 2009
How the mighty have fallen
This is about Infosys, once considered the most employee friendly company has fired few thousand people in India on pretext of under-performance. This does not include people it fired all over the globe and others it forced to find jobs elsewhere.
I was part of Infosys a few months ago and I have been noticing the changes since 2004. Infosys prides itself on having a well oiled entry process. It is considered easier to get into Harvard as compared to Infosys. Then how is it that under-performers manage to get in. How can someone subvert the rigorous entry process?
Is it possible for a company to consistently grow profits at 30% irrespective of its size ie 10 million, 100 million or 1 billion in revenues. 29% growth in profits on ~25 to 30 % operating margin means approx 1 billion US$ in profits per year. If they are makign a billion dollars year, the salaries of 2000 Indian employees is unlikely to dent their profits significantly.
It seems Google too has reached the end of its winning streak. All we can do is hope for he best of the IT industry. A recent Dilbert comic says it all.
I was part of Infosys a few months ago and I have been noticing the changes since 2004. Infosys prides itself on having a well oiled entry process. It is considered easier to get into Harvard as compared to Infosys. Then how is it that under-performers manage to get in. How can someone subvert the rigorous entry process?
Is it possible for a company to consistently grow profits at 30% irrespective of its size ie 10 million, 100 million or 1 billion in revenues. 29% growth in profits on ~25 to 30 % operating margin means approx 1 billion US$ in profits per year. If they are makign a billion dollars year, the salaries of 2000 Indian employees is unlikely to dent their profits significantly.
It seems Google too has reached the end of its winning streak. All we can do is hope for he best of the IT industry. A recent Dilbert comic says it all.
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