How to Develop Vision & Mission.

8/11/2019 How to Develop Vision & Mission.

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How to develop Vision, Mission and Values fororganizationWhen approaching Vision, Mission and Values (VMV), as a process to be undertaken in yourorganisation, its important that everyone involved understands the concept and its component

parts.Descriptive definitions are provided below but here are the basic meanings as an introduction: Vision: where were going in the long -term Mission: our purpose and reason for existing Values: who we are, what we stand forThe diagram shows the relatio nship of these terms in the context of an organisations lifetime. We can see that they represent statements to direct and guide the organisation over a sustainedperiod of time its because of this that theyre so important. ValuesOrganisational values identify the principles and ethics by which the organisation and its membersconduct themselves and their activities.Your organisations values can be deep rooted and hard to articulate. Often, theyre the product oftradition and the attitudes and actions of founders and /or influential leaders, imitated and passedon until theyre second nature, so changing them isnt easy! Values underpin policies, procedures, strategies, missions and visions by acting as an anchor and areference point for every decis ion you make, whether its everyday operations or the toughest50:50 calls.Some organisations, like Benetton and Ben & Jerrys, use their values as a business model andmeans of differentiating themselves. Others, particularly those in financial services, wish to beseen to be addressing public perception that their values have been corroded.

Hewlett Packard Passion for customers

We put our customers first in everything we do. Trust and respect for individuals We work together to create a culture of inclusion built on trust, respect and dignity for all. Achievement and contribution We strive for excellence in all we do; each persons contribution is key to our success. Results through teamwork We effectively collaborate, always looking for more efficient ways to serve our customers. Speed and agility We are resourceful, adaptable and achieve results faster than our competitors. Meaningful innovation We are the technology company that invents the useful and the significant. Uncompromising integrity We are open, honest and direct in our dealings.Vision A Vision is an aspirational description of the desired mid or long term achievements of anorganisation, by those involved or affected by it.A Vision asks Where are we going? or Are we there yet? Its the end destination on an organisations roadmap what it hopes to become; the clientoutcome it wants achieve; the market position it wants to assume; the impact it will have; thecapabilities it plans to develop; and the activities it plans to pursue.Heres an example: Amazon: Our vision is to be earths most customer centric company; to build a place wherepeople can come to find and discover anything they might want to buy online.

Mission While vision focuses on the future, mission concentrates on the present. A mission statement


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defines the fundamental purpose of an organisation. It identifies who the organisation is, what itdoes, and who it serves.Where a vision statement is aspirational, a mission statement is more practical. The missionstatement should communicate, in an easily understandable manner, what the organisation doesand possibly for whom.

For example: Ben & Jerrys: To make the best ice-cream in the nicest possible wayBenefitsOrganisations combine different roles, different cultures, different personalities and differentpriorities. The challenge is: chosing the right activities; approaching them collectively in the right way in order to accomplishyour shared objective.A collective vision, mission and values statement is effective and important at all levels of yourorganisation, co-ordinating businesses and communities and internal teams and departments.In the same way that architects draw plans and engineers build models, VMV statements expressthe direction, purpose and ethos of the organisation in tangible form and communicates them toyour stakeholders.

Developing a VMV StatementThe following section suggests a 5-step process for developing your VMV statements.

1. Getting ReadyTo develop VMV statements a leadership team should ask itself 3 questions:1. Who should be involved?2. What process should we use?3. What perspective(s) should we take?

Who should be involved?Who is developing the VMV statements, how much involvement should employees, clients / serviceusers and others affected by the existence of the organisation have?It can be useful to identify a core working group, central to the process and responsible for itscompletion. Others can then be involved at different stages depending on the time, logistics,experience, skills and available resources.You should ensure that the group contains key members of the organisation, leaders at differentlevels, strong personalities and diverse backgrounds to challenge established perceptions.The amount of external help youll need during the process depends on the time you have

available to manage it yourself, your confidence in selecting the right approach and seeing itthrough and the level of impartiality you want to maintain.

What Process should we use?The VMV process needs careful planning to ensure it produces the desired end result. Youll needto consider the following: The resources available to your organiation The involvement of external, experienced assistance The timescale you have for development The rate of change in your organisations external environment The size and stage of your organisation

Taking your organisations circumstances into account, how are you going to go about bringing thisgroup together and how are you going to interpret their ideas? Producing a collective VMV shouldbe a highly emotive, engaging and energising process. It can be used as an introduction to new


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systems of creativity, learning and interaction in an organisation.Different activities change which parts of your brain that are working, and encourage other partsto relax. Identifying these triggers and exploiting them on purpose can be a powerful tool to assistyou.What Perspective?

Its important to agree how far ahead youre looking when addressing each element of your VMVstatement.Your vision should be aspirational and optimistic, based in the mid to long term, far enough thatchange can happen but not so far that anything is possible.Your mission should explain what it is that you are currently doing in order to get there.Your values should communicate the moral code by which your organisation and its members willconduct themselves on the way, when you get there and when you decide to move on.The three VMV headings have differe nt life spans which must be considered in your organisationscurrent context to agree the appropriate perspective for each.The level of your ambition or the stage of your organisations life cycle can also determine yourperspective. A mature organisation is likely to be much more resilient to short term change butbenefits from looking further into the future for the large scale shifts that it must adapt to andexploit. Contrastingly, a rapidly changing environment or burning platform can restrict theorganisations view of the future as it looks to survive the short term. 2. Where are we coming from? Once the necessary people have been brought together they should begin to determine and sharewhat the organisation means to them.An effective means of achieving this is to examine significant events that have shaped theorganisation (highs and lows) and develop an organisational timeline from its beginnings to currentstate.

Organisation Timeline The objective of a timeline is to appreciate the history of the organisation, the trends experiencedand to share what the past means to us. Timelines encourage people to tell their own stories andto compare them with those of colleagues. Overall, they help to identify trends, characteristics andimportant even ts that changed your organisations history. Its important to create a common body of history in a participatory way. If its done by anindividual, the recording will be selective, often over generalise, and sometimes distortinformation. More people involved in the selection of relevant issues to be interpreted andrecorded means a greater chance of consensus that you can harness as you progress to looking atthe future.3. Where are we today? A number of tools can be used to determine where the organisation is today. These include: A SWOT (Strengths, Weaknesses, Opportunities, Threats) or similar analysis.

Comparison Exercises Useful exercises to engage groups at this stage include comparing theorganisation to other things for example: If your organization was a car, what kind of car would itbe? Why? Stakeholder Analysis: Another way of determining the organisations current position is toidentify those it influences by its actions and determine key relationships (also known asstakeholder mapping).Sifting through the information generated, the group should begin to establish the core collectivevalues, history, conduct and ethics that are fundamental to your organisation and the way itoperates. These will form your values statement and are t he building blocks on which your visionand mission are developed.At this stage in the process you can also begin to formulate your mission statement, identifying

what it is you currently do and who you do it for.4. Imagine the Future:


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Project into the future:Imagine and describe desired outcomes to the prevailing topics that emerged from the previoussections discussion and research. What will we do? For whom?

With whom? How?A possible starting point is to imagine that if the organisation were to start again today (with nohistory), how would you like to start? What would you like to change or keep?For a comprehensive picture, divide your working group into teams approaching vision formulationfrom different perspectives, these can include: Sector peers & competition Critical issues newspaper, media review, social media Emerging trends economic, social, legal, environmental News Stories the group develops a news story reflecting the organisation at a point in the future. The recorderinterviews group participants to identify key points in the story and achievements on the way. Stakeholder satisfaction the group approaches the organisations future from the perspective of key stakeholders(determined by stakeholder mapping) identifying current opinion and desired future perceptionand what needs to be done in between to align them. Metaphor and Images Divide the participants into small groups of four to six people. Ask everyone to imagine the future of the organisation. Have each participant make a quick sketch of an image that comes to mind.

Ask the participants to show and explain their images to the others in their group Ask each group to prepare one large drawing (flipchart size) that captures the collective dreamof the members in their group. (This encourages the group to defend elements that are importantto them and leave out parts that arent). Identify Common Themes: Examine the resulting visions to identify and list common themes. Discuss and evaluate the listtogether to reflect the majority opinion of your vision teams.

Drafting your VMV statementVisionUse the list of common vision themes to draft a statement to reflect the future as though theorganisation were in it. An effective vision has two key parts: core ideology or values andenvisioned future. Values dont usually change, the envisioned future is what you hope to become,achieve and create.If youre suffering from writers block you could start by reviewing your existing VMV statementfrom your new perspective on the future. Or you could examine those belonging to your peers orcompetition, selecting themes or words you like and adding in your own.ValuesWhen developing its vision, your organisation needs to ensure its desired future is cons istent withits existing values. Identify from the information you have gathered, which values are consistentwith where you have come from, where you are today and your vision of the future of yourorganisation. Construct a statement that communicates them clearly.A useful tool is to imagine that your envisioned organisation has to start again on Mars, you cansend eight people from your current organisation there to do it. Identify the eight and then list


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what it is about them that you have chosen them for. It could be persistence, integrity, leadershipetc. Test the list against business scenarios and remove or combine any that are similar.MissionReflect on you vision and identify what it is that you are going to do to get there and who you aregoing to do it for. Reflect on your values and identify how you are going to do it.

5. Finalising your Vision, Mission and Values Statement Select key words to be included Dissect your Vision, Mission and Values into their key component parts to be incorporated ineach statement, these can include: Products & Services Employees Inspiration Brand USP Location Customers

Environment Ethics Ethos

Criteria for designing your statement: Short Concise Inspiring Memorable Easy to communicate Write it

(No jargon!)Circulate the draft(s) to allow the group time to reflect and review. Its also worth ensuring youhave external involvement when drafting and finalising your VMV statement. Objectivity isessential in gauging how your message will be received by your wider audience.The final step of the process is the daily expression of your VMV in Organisational life. Integrating the VMV into everyday planning & goals Using the VMV in stakeholder communications Plotting and communicating the progress of activities linked to achieving the VMVOnce its finalised, you should make arrangements to regularly review & challenge your existingVMV statement to ensure it remains relevant. But remember, unless the conduct of yourorganisat ion and its leaders reflects the vision, mission and values youve set, the members of

your organisation, customers and other stakeholders will disregard them as a marketing tool.The leaders in your group are the ambassadors for your Vision, Mission and V alues. Its importantthat they understand this duty and buy in to it by refering and integrating the messages in thestatement in their roles and by communicating and championing it to others

ROLE OF HRM1. Advisory Role: HRM advises management on the solutions to any problems affecting people,personnel policies and procedures.(a) Personnel Policies: Organization Structure, Social Responsibility, Employment Terms &Conditions, Compensation, Career & Promotion, Training & Development and Industrial Relations.

(b) Personnel Procedures: Relating to manpower planning procedures, recruitment and selectionprocedures, and employment procedures, training procedures, management development


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procedures, performance appraisal procedures, compensation procedures, industrial relationsprocedures and health and safety procedures.2. Functional Role: The personnel function formulates personnel policies in accordance with thecompanys doctrine and management guidelines. It provides guidance to managers to help themensure that agreed policies are implemented.

3. Service Role: Personnel function provides personnel services. These services constitute the mainactivities carried out by personnel department, like payroll, disciplinary actions, etc, and involvethe implementation of the policies and procedures described above.

ROLE OF HR MANAGERS1. Humanitarian Role: Reminding moral and ethical obligations to employees.2. Counsellor: Consultations to employees about marital, health, mental, physical and careerproblems.3. Mediator: Playing the role of a peacemaker during disputes, conflicts between individuals and

groups or management.4. Spokesman: To represent the company in Media and other forums because he has better overallpicture of his companys operations. 5. Problem Solver: Solving problems of overall human resource management and long-termorganizational planning.6. Change Agent: Introducing and implementing institutional changes and installing organizationaldevelopment programs7. Management of Manpower Resources: Broadly concerned with leadership both in the group andindividual relationships and labour-management relations.

MANAGERIAL FUNCTIONS OF HRM1. Planning: Research and plan about wage trends, labour market conditions, union demands andother personnel benefits. Forecasting manpower needs etc.2. Organizing: Organizing manpower for the achievement of organizational goals and objectives.3. Staffing: Recruitment & Selection4. Directing: Issuance of orders and instructions, providing guidance and motivation to managersand employees.5. Controlling: Regulating personnel activities and policies according to plans. Observations andcomparisons of deviations

OPERATIONAL FUNCTIONS OF HRM1. Procurement: Planning, Recruitment and Selection, Induction and Placement2. Development: Training, Development, Career planning and counselling.3. Compensation: Wage and Salary determination and administration4. Integration: Integration of human resources with organization.5. Maintenance: Sustaining and improving working conditions, retentions, employeecommunication6. Separations: Managing separations caused by resignations, terminations, lay offs, death,medical sickness etc.

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Emotional Intelligence High and Low June 16, 201 4Leave a comment

Emotional Intelligence greatly influences social effectiveness of the manager. People with higherintelligence reveal more strengths and positively contribute to the organizational climate and workefficiency:

Low Emotional Intelligence o Aggressive, demanding, egotistical bossy, confrontationalo Easily distracted, glib, selfish, poor listener, impulsiveo Resistant to change, passive, unresponsive, slow, stubborno Critical, picky, fussy, hard to please, perfectionistic High Emotional Intelligence

o Assertive, ambitious, driving, strong-willed, decisiveo Warm, enthusiastic, sociable, charming, persuasiveo Patient, stable, predictable, consistent, good listener
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o Detailed, careful, meticulous, systematic, neat

Emotional Intelligence Test June 16, 201 4Leave a comment

The Emotional Quotient (EQ) Test is a scientifically validated psychometric test which is designedto measure and analyze the important aspects of personality and behavior that are instrumental indetermining the emotional quotient of an individual. Upon completing the test you are providedwith a comprehensive report on each trait, an overall summary report and a hiringrecommendation report.

The personality traits that are measured and analyzed through the Emotional Quotient Test are: Intrapersonal EQ Interpersonal EQ Stress Management Adaptability General Mood

The Emotional Quotient Test is commonly used by companies and hiring managers for analyzingimportant aspects of emotional behavior. The Emotional Quotient Test is widely acknowledged tobe an effective tool for building motivated and compatible teams, while helping to reduceemployee attrition

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Developing HR Strategies May 31, 201 4Leave a comment

Developing HR Strategies

STEPS TO BUILD UP HR STRATEGYStep 1: Get the big picture Understand your business strategy. Highlight the key driving forces of your business. What are they? e.g. technology, distribution,competition, the markets. What are the implications of the driving forces for the people side of your business? What is the fundamen tal people contribution to bottom line business performance?Step 2: Develop a Mission Statement or Statement o f Intent That relates to the people side of the business.Do not be put off by negative reactions to the words or references to idealistic statements it isthe actual process of thinking through the issues in a formal and explicit manner that is important.

What do your people contribute? Step 3: Conduc t a SWOT analysis of the organization Focus on the internal strengths and weaknesses of the people side of the business. Consider the current skill and capability issues. Vigorously research the external business and market environment. High light the opportunitiesand threats relating to the people side of the business. What impact will / might they have on business performance? Consider skill shortages? The impact of new technology on staffing levels? From this analysis you then need to review the capability of your personnel department. Completea SWOT analysis of the department consider in detail the departments current areas ofoperation, the service levels and competences of your personnel staff.
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Step 4: Conduct a detailed hum an resources analysis Concentrate on the organizations COPS (culture, organization, people, HR syst ems) Consider: Where you are now? Where do you want to be? What gaps exists between the reality of where you are now and where you want to be? Exhaust your analysis of the four dimensions.

Step 5: Determine critical people issu es Go back to the business strategy and examine it against your SWOT and COPS Analysis Identify the critical people issues namely those people issues that you must address. Thosewhich have a key impact on the delivery of your business strategy. Prioritize the critical peo ple issues. What will happen if you fail to address them?Remember you are trying to identify where you should be focusing your efforts and resources.Step 6: Develop cons equences and solutions For each critical issue highlight the options for managerial action generate, elaborate and create dont go for the obvious. This is an important step as frequently people jump for the known ratherthan challenge existing assumptions about the way things have been done in the past. Think aboutthe consequences of taking various courses of action.Consider the mix of HR systems needed to address the issues. Do you need to improvecommunications, training or pay?What are the implications for the business and the personnel function?Once you have worked through the process it should then be possible to translate the action planinto broad objectives. These will need to be broken down into the specialist HR Systems areas of: employee training and development management development organization development pe rformance appraisal employee reward employee selection and recruitment manpower planning

communication Develop your action plan around the critical issues. Set targets and dates for the accomplishmentof the key objectives.Step 7: Imp lementation and evaluation o f the action plans The ultimate purpose of developing a human resource strategy is to ensure that the objectives setare mutually supportive so that the reward and payment systems are integrated with employeetraining and career development plans.

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Interview Guidelines, tips Human Resources May 26, 201 4Leave a comment

Interview Types

Screening Interview This type of interview is generally conducted by larger companies when there is a large applicantpool and is typically the first phase of selection. Screening interviews are used to ensure that thecandidates meet minimum requirements and are often conducted by a computer or by an

interviewer from the human resources department who is skilled at determining whether there isanything that might disqualify you from the position.

Tips: Highlight your qualifications and accomplishments using non -technical language the HRprofessional is not necessarily an expert in your field. Answer questions clearly and succinctly personality is not as important at this stage of theprocess. If asked about salary expectations, use a range make sure youve done your homework in thisarea. If conducted by phone, have your resume beside you to refer to for dates and names. Telephone Interview Telephone interviews are often used to screen candidates in order to narrow the pool of applicantswho will be invited for in-person interviews- and is a good way to minimize travel expenses! Theycan be challenging because you arent able to rely on nonverbal communication or body language.You should prepare for this type of interview just as you would for a regular interview so, if youare not given any warning and are not ready for an interview when called, politely request that theinterviewer call back at another mutually convenient time. This will allow you to refresh yourmemory on the organization and be better prepared.

Tips: Have your resum e, organization information, points that you want to highlight, and list ofquestions you may want to ask in front of you and have a short list of your accomplishmentsprepared to discuss. Although youre not required to dress up, you may find that its easier to get into the interviewmindset and feel more confident when dressed professionally.
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Have a pen and paper handy to keep notes or write down any questions that come up; keep aglass of water beside you. Close the door or ensure you are in a quiet setting to eliminate any potential distractions. Speak slowly, enunciate clearly, and vary your voice tone, tempo, and pitch to keep theinterviewers attention.

Provide short answers that make interchange easier on the phone; do not interrupt t heinterviewer. Restate the question if you have not fully heard or understood it. Smile even on the phone it will project a positive image.Video Conferencing Video conferencing is typically used to conduct interviews using video technology from a distance.The same interview strategies you would use if you were meeting in person apply clothing, bodylanguage, and dialogue are important.

Tips: Depending on the sophistication of the technology, you may experience short transmissiondelays so be sure to take that into account when you are interacting with the interviewer. Make eye contact with the camera, which, to the employer, appears as direct eye contact. Check the monitor periodically to observe the interviewers body language. One-on-One Interview The most common interview format is the one-on-one (or face-to-face). This interview istraditionally conducted by a direct supervisor and if often the last step in a series of interviews.The interviewer may or may not be experienced in conducting interviews and, depending onpersonality and experience, the interview may be directive following a clear agenda, or non-directive relying on you to lead the discussion as you answer open-ended questions.

Tips: You will likely be asked a variety of i nterview questions, so be familiar with all of the different

types of questions so that you can adjust your answers appropriately. It is important to be thoroughly prepared know the job and know yourself.Panel Interview A panel interview is conducted by two or more interviewers and is designed to reduce individualinterviewer bias. It is very common for entrance into graduate and professional schools. Onemember of the panel may ask all of the questions or individual panel member may take turns.

Tips: Make eye contact with the person asking the questions, but also to give every member on thepanel your attention, regardless of if they ask any questions at all treat them all with equalimportance. Be prepared to extend more energy in this setting, as you need to be alert and responding tomore peopleGroup Interview A group interview occurs when several candidates for a position are interviewed simultaneously.Group interviews offer employers a sense of your leadership potential and style, and provide aglimpse of what you may actually be like as an employee and how you would fit into the team.Candidates may also be asked to solve a problem together which allows interviewers to assesscandidates skills in action (e.g. teamwork).

Tips: Be aware of the dynamics established by the interviewer, try to discover the rules of the game. Regardless of how you may feel about any member of the group, treat everyone with respect,

and avoid power struggles which make you appear uncooperative. Give e veryone a chance to speak and not monopolize the conversation.


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Be aware that all interactions are being observed; dont let down your guard or lose yourperspective.General Group Interview/Information Session This approach is intended to save time and ensure applicants understand the basics of the job andorganization by providing large amounts of information. This process is usually followed by an

individual interview.

Tip: To stand out in a group setting, a well -timed and intelligent question may help the employerremember you positively.

Sequential/Serial Interview A sequential interview is conducted by two or more interviewers, separately or in sequence. Thecandidate either moves from one location to another or stays in one room and while differentinterviewers join them. Sequential interviews involve a number of first impression opportunitiesso be aware of how you present yourself each time. At the end of the process, the interviewersmeet to evaluate each applicant and make their decision.

Tip: If you have difficulties remembering what you have already said to one person dont be afraidto ask!

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Stop stopping yourself May 23, 201 4Leave a comment

Stop stopping yourself. Stop holding yourself back.
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Yes, the world throws all sorts of difficult challenges your Way. And you can find a way totranscend every one of them.

Yet you must choose to do so. You must make the commitment, Deep within yourself, to live with

richness and purpose and Fulfillment.

Many events, people and situations will challenge you and impede your progress. However, theonly limitations that can Stop you completely are the limitations you place on Yourself.

See that the doubts and limiting beliefs are of no use to You. Choose to simply and effortlessly let them go, just Like that.

Your dreams are calling to you right now, calling for you to Begin living them in this very moment.Stop holding yourself Back, and let yourself be all you know you can be. JOIN HR :

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How to Give Effective Performance Feedback May 19, 201 4Leave a comment

How to Give Effective Performance Feedback

Guidelines for Supervisors Performance feedback is an essential element of the supervisor/subordinate relationship. The vastmajority of people want to make a difference in their place of work. They want to be recognized fortheir accomplishments and learn how to become even better. They want to know where they

stand. People crave feedback that is honest, positive, objective, and fair.
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Surprisingly, something as simple and effective as performance feedback is often rare. Even in theUnited States Air Force, where formal feedback is a mandatory part of the evaluation system, asmany as half of the workforce say they rarely get feedback from their supervisors.

I see three main obstacles to giving effective feedback in todays leadership environment. First isthe pace of operations; sup ervisors often say they are so busy they dont have the time to devoteto giving feedback properly. Second is the collegial atmosphere in many modern workplaces. Thegood news is that many supervisors have taken time to know their subordinates and their families.Their door is always open. The bad news is that this familiarity can make it hard to look someonein the eye and tell him or her they could be more effective.

The third obstacle might be the readiness of the subordinate to receive feedback. Subordinatesmight have trouble recognizing there are areas in which they can improve. They might bedefensive or concerned for their jobs. There might be personality differences or other issuesbetween the supervisor and subordinate that interfere with communication. An effective supervisormust be aware of all the dynamics of the relationship and make appropriate adjustments in theapproach to feedback.

A formal feedback process has important advantages for supervisors. It motivates subordinatesand helps them become more effective. By establishing a dialogue with subordinates, supervisorscan better understand their individual wants and needs, and the climate of the organization. Inorganizations like the Air Force, where retaining quality people is a high priority, an effectiveperformance feedback system is essential.

Princip les for Giving Perform ance Feedback Specific Feedback must be based on observable behavior, not ones feelings or the conclusionsdrawn from the behavior. For example, Last Friday morn ing I saw you help Mary fix a problem onher computer. Your willingness to share your expertise is a great example of teamwork and makesthis a more effective organization. This specific example, tied to a positive organizationaloutcome, is more effectiv e than saying You are a helpful person, since the subordinate can linkthe feedback to an actual event.Timely Feedback should be given in a timely enough manner so that both parties can recall thespecific behavior involved.Actionable Feedback should be based on something over which a person has control. Whennecessary, the supervisor should identify ways to improve performance.Measurable Goals and objectives should be stated in terms so that both parties will know if thegoals are achieved.Achievable Performance measures should be realistic and within the resources that areavailable to the subordinate.Positive Give both positive and critical feedback, but tip the balance in the positive direction.The Center for Creative Leadership suggests a 4:1 ratio of positive to critical feedback.

Non-evaluative Opinions, perceptions, and reactions should be differentiated from facts. Dontpsychoanalyze; avoid inferences and interpretations. Avoid labels.Establish a dialogue The effective feedback session is not a one-way communication. Thesupervisor should ask the subordinate if he or she fully understands what is being said and thenlisten carefully to the response. The supervisor should ensure the subordinate understands his orher role in the organization and how that role contributes to the goals and mission of theorganization.Initial Feedback The supervisor should meet with the subordinate soon after the arrival of the new member. In theAir Force, initial feedback is required within the first 60 days of arrival. The purpose of the initialfeedback session is to help establish the relationship between the rater and ratee. It is also aboutsetting expectations for the upcoming rating period. It is not necessary to negotiate objectiveswith the subordinate, but the supervisor should help the subordinate take ownership of the goalsand internalize expectations. Both parties should leave the initial feedback session with a clear


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understanding of what is expected. The supervisor provides a written record of the feedbacksession. This written record is held in confidence between the rater and ratee.

Annual Feedback Versus Routine/Daily Feedback The Air Force requires that supervisors conduct a follow-up feedback session mid-way through theevaluation period. This session should be conducted using the principles above, and shouldaddress the extent to which the expectations were met. As before, a confidential, written record isprovided.

The annual performance appraisal system is not a substitute for good communication within theworkplace or for timely routine feedback. For example, if the subordinate is consistently late forroutine meetings, it makes no sense to wait until the annual appraisal cycle to make that personaware of the problem. In the same way, workers who consistently perform above standards shouldnot have to wait months to know that their work is appreciated. Supervisors should not assumethat, because certain behaviors are obvious to them, they are equally obvious to the subordinate.Daily or routine feedback needs to remain consistent with the principles above.

Finally, supervisors who routinely give feedback (both positive and corrective) to subordinates may

want to follow up with a personal note or memo. It is possible that the feedback is so routine (orthe subordinate so unreceptive) that the subordinate misses the message or doesnt even realizethat feedback has taken place.

Giving feedback is a key responsibility of a leader. Work climate surveys strongly suggest that jobsatisfaction, morale, and retention are closely related to the ability of a leader to provide feedback.Senior leaders must set the example for the organization by giving timely feedback anddemanding that leaders at all levels do the same.

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REASONS OF FAILURE AND SUCCESS OF PEOPLE April 25, 201 4Leave a comment

REASONS OF FAILURE
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1. Lack of a specific purpose in life : - You can not hope to succeed in any field of your life if youdont have a central purpose. If you dont have a definite goal in your life then you will jump fromone activity to another with no success. Almost 97% of people think and act this way. Thats whysuccessful people, who have a clear goal in their life, are very few.2. Lack of education :- Most of the successful people are self educated or self made asindividuals. You can have five college degrees but if you dont apply this knowledge its a waste.What counts is the applied knowledge with a plan of action and not just knowledge.3. Lack of self discipline :- Discipline means self-control. You must control yourself and decreaseyour negative habits and qualities. If you dont conquer yourself, it will conquer you.4. Procrastination :- It is one of the major causes of failure. These kind of people are waiting foropportunities come to them instead of seeking for the opportunities. They think that some day thetime will be right to act. That right time never comes.5. Lack of persistence:- Most people are good starters but they stop in the run when the firstobstacles come. Obstacles are a chance to become better. They are ways to use your mind andimprove your self. Quitters can not hope to success of any kind.6. Being negative :- If you are negative then your whole world is negative. Your subconsciousmind tells you that you cant do it. Your subconscious mind commands your conscious self that you

really cant do it. 7. No risk at all :- If you are extremely careful and take no risks then you cant expect to make thedifference .There are many opportunities out there for you to grab. Being over cautious limits youto mediocrity and leads you to failure.

8. Wrong selection of associates :- This is very critical. We can not do everything ourselves. Thecolleagues we work with are a capital for our business. Successful and intelligent partners are oneof the keys for our own success.9. Divide you actions :- This is a typical mistake. Spreading your energy and efforts on multiplecauses and not concentrating on one cause. Sooner or later you will realize that you will notsucceed to any of them.10. Lack of honesty :- This is the master key of success. Without honesty your credibility willvanish in no time and you can not hope to expand and of course retain your business. People arenot as stupid as you think. They can understand the fake, maybe not immediately but in the longturn run they will go away and spread around the world negative messages about you.REASONS OF SUCCESS OF PEOPLE

1. They make decisions and take action :- Right or wrong action, they take it. Either way itsalways better than making no decisions and taking no action at all. As Franklin Roosevelt said:
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It is common sense to take a method and try it. If it fails, admit it frankly and try another. Butabove all, try something. 2. They do things even when they dont feel like it :- This is a pretty huge factor. A lot of us backdown when we dont want to do something, even though it may eventually bring us to awonderful experience or goal. Successful people may not always like doing some of the things they

have to do. But they do them anyway. And in the longer run that makes all the difference.3. They do the most productive thing right now :- Instead of trapping themselves in doingproductive but not so important tasks or projects they realise whats most important and do that.And after theyre done with that they do whats most important again. Instead of just doing a lotof things, they think and plan before they act and try to focus as much as possible of theirthoughts and actions on those few very important things.4. They do one thing at a time :- Many of them dont seem to multi-task. Some reasons foravoiding that may be that it creates internal confusion, wastes time and spreads the multi-taskertoo thinly. Instead, they do one thing and focus on that until it is done. Then they do the nextthing until it is done. Focusing 100% on one task at a time will get it done quicker and better.5. They have a positive attitude :- A negative attitude can be very damaging and limiting to oneslife. A positive one can open new doors every day. It can open your mind to new ideas and inputand create or sustain great relationships. It helps you through the hard times as a successfulperson often sees an opportunity within what others would merely see as a problem.6. They have redefined failure :- While a lot of people see failure as a way to rationalizing thefeeling of wanting to giving up or as a sign that its actually time to do something else successfulpeople tend to see it more as useful feedback. They may not like to fail, but they dont fear it orat least they have little fear of it and they know that if they fail theyve been there before andthey can start over again and succeed. This is of course a very useful belief and keeps successfulpeople going while the rest have already given up.7. They dont let fear hold them back :- They overcome fear and slay that dragon whenever theyface it. Or they may have defined or redefined reality so that fear is substantially decreased oreven gone in some areas of their life.

8. They have found a purpose in life :- They are internally driven rather than externally driven.They do what they have a burning desire to do rather than conforming to what others think theyshould do. Even if what the others think may be positive and successful stuff. The Michael Jordans,the Edisons and the Stephen Kings have figured out what they want to do in life and are doing it(or did it). The purpose, I think, is largely why they can keep on going and be motivated whileothers may tire or just go and do something else that they find more purposeful. The successeslove their purpose and when they aligned with it then it seems to push them forward withenthusiasm and energy through life.9. They dont get distracted :- When others get too caught up in everyday life to do what theyreally want to do the successes dont. They can really focus on actually doing whats importantand what needs to be done. Again, this seems to go back to having a purpose and more clearsense of direction in life.10.They have got awesome communication-skills :- So very much of what we do in life has to dowith other people. So it seems quite obvious that to be successful youll probably have to havegood or great communication-skills (or hire someone that has such skills).JOIN HR :

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360 degree performance appraisal April 25, 201 4Leave a comment

1. Definition of 360 degree performance appraisal360 Degree Feedback is a system or process in which employees receive confidential, anonymousfeedback from the people who work around them.

2. Who should conduct 360 degree performance appraisal? Subordinates. Peers. Managers (i.e. superior). Team members.

Customers. Suppliers/ vendors. Anyone who comes into contact with the employee and can provide valuable insights andinformation.

3. Whats 360 degree measures? 360 degree measures behaviors and competencies. 360 degree addresses skills such as listening, planning, and g oal-setting. 360 degree focuses on subjective areas such as teamwork, character, and leadershipeffectiveness. 360 degree provide feedback on how others perceive an employee.

4. 360 degree appraisal has four components: Self appraisal Subordinates appraisal Peer appraisal. Superiors appraisal
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Business Plan April 15, 201 4Leave a comment
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