HR PLANNING [HR P] HR P is relevant to both small / large organization.

It is more relevant to large than small one, as HR is major cost factor in operation cost. HR P determines the HR required by the organization to achieve its strategic goals/ objectives. HR P is an integral part of CORPORATE STRATEGIC PLANNING. HR P has two elements 1. HARD ELEMENT based on quantitative analysis of right number of people of the right types. 2. SOFT ELEMENT based on qualitative analysis of right attitudes, right motivation/ commitment and behaviors. HR P consists of 3 steps 1.DEMAND FORECASTING FUTURE PEOPLE NEEDS. 2. SUPPLY FORECASTING THE FUTURE AVAILABILITY OF PEOPLE. 3. ACTION PLANS TO MATCH SUPPLY TO DEMAND. HR P process involves 1.CORPORATE STRATEGIC PLANS. 2. CORPORATE RESOURCING STRATEGY / PLANS. -SCENARIO PLANNING -DEMAND / SUPPLY FORECASTING -LABOR TURNOVER ANALYSIS 3.WORK ENVIRONMENT ANALYSIS 4.OPERATIONAL EFFECTIVENESS ANALYSIS 5.HR PLANS -RESOURCING -RETENTION -FLEXIBILITY -PRODUCTIVITY

. Forecast HR Demand Forecasting the future employee needs can be done using several methods such as Delphi method, Unit Forecasting, Formal Expert Survey, Trend analysis etc. 2. Estimating the HR Supply HR supply is the internal employees who can be promoted and transferred using a Management or Skill inventory and the unemployed who are seeking jobs or the employed but seeking better opportunities. 3. Then the HR demand should be compared against the HR Supply. This will result in an excess or shortage of employees for the future. 4. Strategies should be formulated to avoid the excess/ shortage. Excess can be deal with by freezing recruitment, offering VRS, transferring to other branches etc while hiring employees, getting existing employees to do over time; out sourcing etc can be done for shortage of

employees. 5. Evaluating the MPP process- When the actual period arrives you can asses how accurate your MPP efforts were

HR PLANNING AND CORPORATE STRATEGY HR planning follows the CORPORATE STRATEGY. THE FLOW IS 1.VISION STATEMENT vvvv 2. MISSION STATEMENT vvvv 3.STRATEGIC DIRECTIVE vvvv 4.CORPORATE OBJECTIVES vvvvv 5.CORPORATE STRATEGY. vvvv THESE SETS UP AND GUIDES THE HR PLANNING. EXAMPLE 1.VISION STATEMENT -world's major player with our core products 2. MISSION STATEMENT -customer focus drive and quality service 3.STRATEGIC DIRECTIVE -go global, with expansion into europe, as first priority. 4.CORPORATE OBJECTIVES -gain 3% of world market. -gain 5% of europe market -no. 1 in south asia. 5.CORPORATE STRATEGY. -market focused promotions -customer focused sales drive -set up/ develop the sales team in europe -expand / develop the skills of the sales team. BASED ON THE ABOVE , THE HR PLANNING COULD BE -more recruitment for south asia sales team. -new recruitment for euro market

-language training for euro team -language training for marketing/ product management -orientation /training in geography/culture of europe -euro market/ competition -sales skills / development programs -customer service skills / development program for internal staff to handle euro customers. etc etc. NOW YOU CAN SEE FLOW OF THE PROCESS FROM CORPORATE STRATEGY TO HR PLANNING. IF YOU GO THE REVERSE, HR PLANNING FIRST, THEN YOU WILL HAVE TO CHANGE , -corporate strategy -corporate objectives -mission statement WHICH IS NOT THE NORMAL PROCESS. HR PLANNING IS A SUPPORT FUNCTION TO THE CORPORATE STRATEGY/ PLANNING. CORPORATE STRATEGY DICTATES WHAT HR PLANNING SHOULD BE. HR PLANS MUST MATCH WITH THE REQUIREMENTS OF CORPORATE STRATEGY. IF THE HR PLANNING DOES NOT MATCH WITH THE CORPORATE STRATEGY, THE IMPACT ON THE BUSINESS COULD BE DISASTROUS,LIKE -lack of -lack of -lack of -lack of etc etc required strength in manpower right quality people skills competence

which would result in -poor sales -poor revenue -lower profit -cashflow impact -de motivation of the teams -attrition rate increase -loss of talent etc etc

1. What is Human Resource Plan? Human Resource Plan is a program/design by which an organization lists down the process by

which it should move from its current manpower position to its desired manpower position, which is required to meet the objectives of the company. It foresees the HR requirements of an organization and future supply of Human Resources. 2. Who is in charge of the Planning? HR Manager provides inputs like key HR areas, HR environmental constraints and internal HR capabilities and HR capability constraints to the corporate strategists. The corporate strategists in turn communicate their needs and constraints to the HR manager. They mutually work out a plan which satisfies both their requirements. 3. What is the procedure involved? HR Plans are mainly divided according to the period of applicability: a. Strategic Planning - 5 or more years b. Intermediate Planning - 3-5 years c. Operational planning- 12 months d. Activities Planning - daily and weekly a. Strategic Planning : Analysis of issues raised by external factors. Employment demand projection, manpower supply analysis and projection b. Intermediate Planning: Forecasting total staffing level, Forecasting number of managers and key personnel, Forecasting net changes in managers and key personnel, year by year c. Operational Planning: Detailing of HR activities that are incorporated in the one-year business plan d. Activities Planning: Day-today HR activities. 4. What is the importance of HR planning to the company? Benefits of HR Planning to the company: a. It checks the corporate plan of the organisation b. It offsets uncertainty and change c. It provides scope for advancement and development of employee through training d. It helps to anticipate the cost of salary enhancement and better benefits e. It helps to control all functions, operations and the cost of Human Resource f. It helps to plan for physical facilities, working conditions and volume of fringe benefits like canteen, schools, conveyance etc

THE CONCEPT OF STRATEGY Strategy determines the direction in which the organization is going in relation to its environment. It is the process of defining intentions (strategic intent) and allocating or matching resources to opportunities and needs (resource-based strategy), thus achieving strategic fit between them. Business strategy is concerned with achieving competitive advantage. The effective development and implementation of strategy depend on the strategic capability of the organization, which will include the ability not only to formulate strategic goals, but also to develop and implement strategic plans through the process of strategic

management. Strategy is about implementation, which includes the management of change, as well as planning. The concept of strategy is not a straightforward one. There are many different theories about what it is and how it works. strategy can have a number of meanings, namely: a plan, or something equivalent - a direction, a guide, a course of action; a pattern, that is, consistency in behaviour over time; a perspective, an organization's fundamental way of doing things; a ploy, a specific 'manoeuvre' intended to outwit an opponent or a competitor. The formulation of corporate strategy can be defined as a process for developing and defining a sense of direction. It has often been described as a logical, step-by-step affair, the outcome of which is a formal written statement that provides a definitive guide to the organization's long term intentions. Strategy is a systematic process: -first we think, -then we act; -we formulate -then we implement.

Strategy has always been emergent and flexible. It is always 'about to be', it never exists at the present time. Strategy is not only realized by formal statements but also comes about by actions and reactions. Strategy is a description of a future oriented action which is always directed towards change. The management process itself conditions the strategies that emerge. ----------------------------------------------------------------- ---------------------------------STRATEGIES ARE GUIDED BY THE OBJECTIVES / GOALS OF THE ORGANIZATION. -SET OBJECTIVES /GOALS -DEVELOP STRATEGIES. -IMPLEMENTATION ACTION PLAN *WHAT *WHO *WHEN *HOW *AT WHAT COST *HOW TO MONITOR ======================= -=============================================== STRATEGIC HRM DEFINED Strategic HRM is an approach to making decisions on the intentions and plans of the organization concerning the employment relationship and its recruitment, training,

development, performance management, reward and employee relations strategies, policies and practices. The key characteristic of strategic HRM is that it is integrated. HR strategies are generally integrated vertically with the business strategy and horizontally with one another. The HR strategies developed by a strategic HRM approach are essential components of the organization's business strategy. ========================================================== ======= ========================================= EXAMPLE. CORPORATE OBJECTIVE -make the organization a learning organization CORPORATE STRATEGY -provide to all levels of staff and management a minimum of 4 days training in a year over the next 3 years. HR OBJECTIVES -constantly enrich and improve the organization's knowledge and capabilities. -influence work culture, behavior and management practices so that they support creativity and high performance. HR STRATEGY -provide knowledge base / database using the intranet/ internet facilities, so that the resources are available 24x7x365 hours. -conduct training needs analysis and offer tailored programs for each level of staff / management. ============================================= NOW YOU CAN DEVELOP AN IMPLEMENTATION ACTION PLAN. *WHAT *WHO *WHEN *HOW *AT WHAT COST *HOW TO MONITOR

Working at Google sounds very cool. I'd be the first to tout Google as a motivating employer: free food, engineers who are enabled to spend 20 percent of their time on their own projects, and a work environment that fosters play and creative thinking. At Google, Genentech and other Fortune magazine top 100 companies, employers provide best workplaces. At the same time, perks that enable employees to spend all of their time at work exploit people and destroy work - life balance. So, even the best employer may not be best for everyone. These are the factors that will help you find happiness at work. 1) Choose to Be Happy at Work Happiness is largely a choice. I can hear many of you arguing with me, but it's true. You can choose to be happy at work. Sound simple? Yes. But, simplicity is often profoundly difficult to put into action. I wish all of you had the best employer in the world, but, face it, you may not. So, think positively about your work. Dwell on the aspects of your work you like. Avoid negative people and gossip. Find coworkers you like and enjoy and spend your time with them. Your choices at work largely define your experience. You can choose to be happy at work. 2) Do Something You Love Every Single Day You may or may not love your current job and you may or may not believe that you can find something in your current job to love, but you can. Trust me. Take a look at yourself, your skills and interests, and find something that you can enjoy doing every day. If you do something you love every single day, your current job won't seem so bad. Of course, you can always make your current job work or decide that it is time to quit your job. 3) Take Charge of Your Own Professional and Personal Development A young employee complained to me recently that she wanted to change jobs because her boss was not doing enough to help her develop professionally. I asked her whom she thought was the person most interested in her development. The answer, of course, was her. You are the person with the most to gain from continuing to develop professionally. Take charge of your own growth; ask for specific and meaningful help from your boss, but march to the music of your personally developed plan and goals. You have the most to gain from growing - and the most to lose, if you stand still. 4) Take Responsibility for Knowing What Is Happening at Work People complain to me daily that they don't receive enough communication and information about what is happening with their company, their department's projects, or their coworkers. Passive vessels, they wait for the boss to fill them up with knowledge. And, the knowledge rarely

comes. Why? Because the boss is busy doing her job and she doesn't know what you don't know. Seek out the information you need to work effectively. Develop an information network and use it. Assertively request a weekly meeting with your boss and ask questions to learn. You are in charge of the information you receive. 5) Ask for Feedback Frequently Have you made statements such as, "My boss never gives me any feedback, so I never know how I'm doing." Face it, you really know exactly how you're doing. Especially if you feel positively about your performance, you just want to hear him acknowledge you. If you're not positive about your work, think about improving and making a sincere contribution. Then, ask your boss for feedback. Tell him you'd really like to hear his assessment of your work. Talk to your customers, too; if you're serving them well, their feedback is affirming. You are responsible for your own development. Everything else you get is gravy. 6) Make Only Commitments You Can Keep One of the most serious causes of work stress and unhappiness is failing to keep commitments. Many employees spend more time making excuses for failing to keep a commitment, and worrying about the consequences of not keeping a commitment, than they do performing the tasks promised. Create a system of organization and planning that enables you to assess your ability to complete a requested commitment. Don't volunteer if you don't have time. If your workload is exceeding your available time and energy, make a comprehensive plan to ask the boss for help and resources. Don't wallow in the swamp of unkept promises. 7) Avoid Negativity Choosing to be happy at work means avoiding negative conversations, gossip, and unhappy people as much as possible. No matter how positively you feel, negative people have a profound impact on your psyche. Don't let the negative Neds and Nellies bring you down. And, keep on singing in the car on your way to work or start. Practice Professional Courage If you are like most people, you don't like conflict. And the reason why is simple. You've never been trained to participate in meaningful conflict, so you likely think of conflict as scary, harmful, and hurtful. Conflict can be all three; done well, conflict can also help you accomplish your work mission and your personal vision . Conflict can help you serve customers and create successful products. Happy people accomplish their purpose for working. Why let a little professional courage keep you from achieving your goals and dreams? Make conflict your friend. 9) Make Friends In their landmark book, First, Break All The Rules: What the Worlds Greatest Managers Do Differently (Compare Prices), Marcus Buckingham and Curt Coffman list twelve important questions. When employees answered these questions positively, their responses were true indicators of whether people were happy and motivated at work. One of these key questions was, "Do you have a best friend at work?" Liking and enjoying your coworkers are hallmarks of a positive, happy work experience. Take time to get to know them. You might actually like and enjoy them. Your network provides support, resources, sharing, and caring.

10) If All Else Fails, Job Searching Will Make You Smile If all of these ideas aren't making you happy at work, it's time to reevaluate your employer, your job, or your entire career. You don't want to spend your life doing work you hate in an unfriendly work environment. Most work environments don't change all that much. But unhappy employees tend to grow even more disgruntled. You can secretly smile while you spend all of your non-work time job searching. It will only be a matter of time until you can quit your job - with a big smile!!!

An article from Gopalakrishnan - Chairman Tata sons Ltd The grass isn't always greener on the other side!! Move from one job to another, but only for the right reasons. It's yet another day at office. As I logged on to the marketing and advertising sites for the latest updates, as usual, I found the headlines dominated by 'who's' moving from one company to another after a short stint', and I wondered, why are so many people leaving one job for another? Is it pass now to work with just one company for a sufficiently long period? Whenever I ask this question to people who leave a company, the answers I get are: "Oh, I am getting a 200% hike in salary"; "Well I am jumping three levels in my designation"; "Well they are going to send me abroad in six months". Then, I look around at all the people who are considered successful today and who have reached the top - be it a media agency, an advertising agency or a company. I find that most of these people are the ones who stuck to the company, ground their heels and worked their way to the top. And, as I look around for people who change their jobs constantly, I find they have stagnated at some level, in obscurity. In this absolute ruthless, dynamic and competitive environment, there are still no - short cuts to success or to making money. The only thing that continues to pay, as earlier is loyalty and hard work. Yes, it pays! Sometimes, immediately, sometimes after a lot of time. But, it does pay. Does this mean that one should stick to an organization and wait for the golden moment? Of course not. After, a long stint, there always comes a time for moving in most organisations, but it is important to move for the right reasons, rather than the superficial ones, like money, designation or oversees trip. Remember, no company recruits for charity. More often than not, when you're offered an unseemly hike in salary or designation that is disproportionate to what the company offers it current employees, there is always an unseemly bait attached. The result? You will, in the long term have reached the same level or may be lower levels than what you would have in your current company. A lot of people leave their organisations because they are unhappy'. What is this so called unhappiness? I have been working for donkey years and there has never been a day when I am not unhappy about something in my work environment - boss, rude colleagues, fussy clients etc. Unhappiness in a work place, to a large extent, is transient. If you look hard enough, there is always something to be unhappy about. But, more importantly, do I come to work to be "happy" in the truest sense? If I think hard, the answer is "No". Happiness is something you find with family, friends, may be a close circle of colleagues who have become friends. What you come to work for is to earn, build a reputation, satisfy your ambitions, be appreciated for your work ethics, face challenges and get the job done. So, the next time you are tempered to move on, as yourself why are you moving and what are you moving into? Some questions are: Am I ready and capable of handling the new responsibility? If yes, what could be the possible reasons my current company has not offered me the same responsibility? Who are the people who currently handle this responsibility in the current and new

company? Am I good as the best among them? As the new job offer has a different profile, why have I not given the current company the option to offer me this profile? Why is the new company offering the new job? Do they want me for my skills, or is that ulterior motive? An honest answer to these will eventually decide where you go in your career - to the top of the pile in the long term (at the cost of short - term blips) or to become another average employee who gets lost with the time in wilderness? "DESERVE BEFORE YOU DESIRE" - Dr. Gopalakrishnan, Chairman TATA Sons.

GUIDELINES Review Period: 01 April, 06 to 31st March, 07 15thFeb, 2007 1. Introduction: Performance Management System is a consistent and disciplined approach to assess employees potential, career planning and succession planning. The implication of the implementation of the system has far reaching effects on the performance practices and culture of the company. Broadly we should use Performace Management System to ensure the following: That we assess employees performance against the Focus Areas set in their performance agreement for the appraisal year and improves their competence. To provide an opportunity to the employees to express their views or to seek further clarification on their performance. To identify potential of employees and to develop them for future roles. That we train people to develop their skills, knowledge and experience to perform their jobs well. That we reward them appropriately. To generate data for career planning and sucession planning. At the outset this an opportunity to appreciate the efforts put in by all of us in adapting ourself to the Changes we had introduced in the Performance Management System - ( P M S) during the last year, based on the feedback you had given us after the last annual appraisal 2004-05. The changes are having a positive impact on the Performance Mangement System PMS and the company at large. This was evident from the findings of a feed back survey,done after the last Mid-year performance review. We are sharing with you some the major findings of this exercise viz. CLARITY OF THE CONCEPT OF FOCUS AREAS INCREASED BY 32 % (TO 79%) PERFORMANCE DISCUSSION BETWEEN APPRAISER & APPRAISEES INCREASED BY 29% ( TO 94%). 77% EMPLOYEES GOT INPUTS ON SELF DEVELOPMENT IN THE REVIEW DISCUSSION. 85% EMPLOYEES WERE SATISFIED WITH APPRECIATION FOR WORK IN THE MID YEAR REVIEW. 79% EMPLOYEES PRECEIVE CHANGES IN PMS EFFECTIVE & USEFUL.

Now we are now into the Final part of the Apprasial Process for year 2005 06 all employees are going through the Annual Appraisal Process in Feb & March 06 . Employees have to complete the attached Annual Appraisal form to go through the processand the guidelines for

the Appraisal Process are given herewith.

2. Objectives of Annual Appraisal Review : a. To assess performance of the period 1st April 05 to 31st March 2006 against commitments made in the Action Plans for achieving the Objectives of Focus Areas for 2005-06 b. To finalise scores of annual appraisal, from the remaining 75% weightage of the focus areas to arrive at the Final Performance Score (FPS) . ( Final Performance Score will be an addition of Mid year Performance Score and Annual Performance Score.) NOTE : Employee who were not eligible for the Mid year review but are eligible for the Annual Appraisal will have 100% Weightage for this Annual Appraisal. c. To decide Final Performance Rating (FPR) for year 2005-06 by comparing performance with in similar Grades & Roles. (Compare M-10 Performance with M-10) d. To reward the Performance of employees based on their Final Performance Rating. e. To Identify Improvement Areas and Development needs. 3. Eligibility: All employees in M grades who have completed Six Months services as on 31st March, 2006 are eligible for this Annual Performance Appraisal.

4. Distribution of Forms: The forms would be distributed through e-mail to the appraises by Corporate HR, however, it will be the responsibility of the respective appraisers to ensure that a hard copy of the Annual Appraisal form and the guidelines is made available to the appraises who are not on RKL e mailing network. 5. Annual Appraisal Process Flow: The routing of the form would be as under. Step-1 Step-2 Step-3 Step-4

Step-5 Step-6 Step 7 Step8

Step 9 Steps 10 Step- 11 Step-12 6. Completing the Annual Appraisal Form: The Appraisal form consists of Four sections as described below: Section A: Review of Objectives achieved against agreed action plans: This section would be mainly completed by appraise and appraiser and the Review Process will be as follows.

Review Process: The review discussion should take place between appraise and appraiser in an uninterrupted manner and it is expected that typically such a meeting would last for about 45 minutes. This discussion would be based on Performance plan documents for 05-06 and its Corrections in Mid Year Appraisal . Sequence of the process would be as described below: Step No. Activities Step 1 Corporate HR to Circulate the Annual Appraisal Form & Guidelines on email. Step 2 Appraise to use specified Appraisal form to Complete the self-assessment part and forward it to his appraiser. The appraise is required to fill details of Focus Areas (F A s), objectives and achievements against agreed action plans and fill the agreed weight-ages against each Focus Area, (agreed in the Performance plan for year 05-06) Step 3 Appraiser will circulate a common schedule to his appraises for the appraisal discussion with them( Using the Appraisal Meeting Schedule Format attached ) and marks a copy of the schedule to the Reviewer and HR facilitator. Appraiser should go through the performance plan of the appraise and collect adequate relevant data /information about the performance of the appraise during the review period (April 05 to March 06) before the appraisal discussion on the scheduled date. Step 4 On the scheduled date Appraiser to discuss appraises performance during the review period, discuss his agreements /dis - agreements with appraise. AppraisNer to write appraisal score against each Focus Area based on the Weightage of the respective Focus areas. (Max score cannot exceed 100 points) Towards conclusion, the appraiser should complete by writing down his observations in each focus area and identifying improvement areas/development needs. This would be the summary of discussions that took place between appraise and appraiser and should be signed off by both. SECTION B Appraiser to review the same five competencies as identified in the Mid year Appraisal, using the Development Assessment Form annexed. Appraiser to write the said five competencies in the Annual Appraisal forms & assign scores based on the given KEY Step 5 Appraiser to send completed forms to the HR Facilitator for Compilation & discussion

with Reviewer. Step 6 HR to collate the forms, compile the data and forward to reviewer for review and finalisation of Merit Ranks & Final Performance Rating( FPR) Step 7 Reviewer to review appraisal forms of all employees in their respective area of responsibility, to ensure that a fair process has taken place and no biases have crept into the assessment. Reviewers Ranking Scores to be based on comparable grades for example: All employees in M-10 will be ranked in comparison with others in M-10 only. Priority will be given to Performance comparison within same grade in the same Department,other wise Performance comparison will be done with similar role and same grade in another department (coming in the preview of the Reviewer). Similar methodology to be followed for all grades. Step 8 Reviewer to finalise Final Scores, Rank, Final Rating and finalise Rewards for the employee for the employee based on his Performance Rating . Reviewer to give remarks where Rating is Outstanding OR Satisfactory & finalise development plans. Step 9 The completed forms with Assigned Scores, Ranking, Rating & Developmental needs to be forwarded to the HRD for further processing. Step 10 HR would summarise the data for all RKL divisions and present to Top Management for concurrence on Rewards to be given. Step 11 HR to communicate the Rewards for performance . Dept Head and HR to give feedback to bottom 05% low performers and initiate developmental plans. Step 12 Sample feed back by HR about Process compliance. SECTION B: Review of Self/ Team Development Focus Areas (Ref Development Assesent form attached ) : The Assessment of Focus Areas for Self /team Development will be done using the Development Assessment Form given as an Annexure with Annual Appraisal Form. In this development discussion, the appraiser will give developmental inputs to the appraise on specific competencies/attitudes given in the Development Assessment Form. The Appraiser will rate the appraise on SAME FIVE critcal competencies as identified in the Mid Year Review form this year . (Critical Competency means, a Competency which is most important for achieving the Objectives of the Focus areas of the Appraise.) Each Competency has a Maximum weightage of 05 Points and five rating options are given against each competency in the Development Assesment Form. Each Rating option has a Defined Weightage (Rating Score), which is given in the form of a Rating KEY as shown here.

COMPETENCY RATING KEY USE RATING OPTIONS A B C D E RATING SCORE 1 2 3 4 5 The appraiser will Rate for each of the 05 Critical Competencies and assign the corresponding Rating score in the Development Assessment form as per the weight age given in competency rating key. The Appraiser will write at least one Example (E.g.) in support of each of the five

competency ratings assigned by him in the space given in the Development assessment form .The Examples (E.g.) given should be a significant fact / incident which he has experienced with the appraise in the last six months only and not on any opinions /perceptions of the past. Appraiser should highlight any changes that he has observed in the competency after the last review. The names of the rated Competencies , Rating assigned( A to E ) & the Score( 1 to 5) will be written in the space given in Section- B of the Annual Appraisal Form by Appraiser It is pertinent to mention here that it is compulsory for every employee to have at least one self develop focus area and for team leaders to have at least one team development focus area, which has an exclusive point weight of twenty-five points in the appraisal. Section C: Ranking & Rating by Reviewer Based on scores assigned by Appraisers ,the Reviewers will assign Merit Ranking & Rating to each appraise in the Space given in the form after discussion with the appraisers. The maximum Percentage in different Rating Categories would be as under. Category Rating Category %Age Distribution Description Outstanding Cat- 1 10% Top 10 percentile Excellent Cat- 2 40% Next 40 percentile Competent Cat-3 45% Next 45 percentile Satisfactory Cat- 4 05% Bottom 05percentile Section D: Final noting by HRD HR to issue necessary communication to Department heads/individual employees, take Feed back from employees ,update records, and close the process. Note :Important aspects to be kept in mind while going through the Annual Appraisal: As this review has 75% Weightage to decide the final Performance rating ( FPR) it has to be discharged with high sense of responsibility. While commenting on the effectiveness, kindly depend on the overall experience rather than any critical incidence or transaction. Be aware of Halo Effect- i.e. bias that can be created by recent high or low performance, which is fresh in the memory. Use data / experience pertaining to review period only. Schedule : The detailed schedule along with responsibility and time lines to complete the Mid Year Review Process is given below. ANNUAL PERFORMANCE REVIEW SCHEDULE -2006 SL.NO. Activities Implementation Dates From To Responsibility 1. Issuing Forms and Guidelines for Mid Year Review 18.2.2006 20.02.2006 HR and Appraisers. 2. Appraise to give Complete Appraisal Forms to respective Appraisers 18.02.2006 04.03.2006 Appraisee s 3. Appraisers to Circulate Review Meeting Schedules in the attached format to respective Appraises. 18.02.2006 06.03.2006 Appraisers. 4. Meetings for Annual Performance Appraisal between Appraisers and Appraises as per circulated schedule. 18.02.2006 18.03.2006 Appraisers. 5. Appraisers to forward Annual Appraisal Forms and Development Assessment Forms of all

Employees to respective HR Facilitators. 18.02.2006 22.03.2006 Appraisers. 6. HR Facilitators to Compile all the Forms and Develop Summary for Reviewers. 18.03.2006 27.03.2005 HR Facilitators. 7. Performance Review by Reviewer and final Ranking and Rating 18.03.2006 31.03.2006 Reviewers and Appraiser s. 8. Communication of Mid Review Results to Employee 01.04.2006 10.04.2006 Dept. Head and HR Facilitators. 9. Feedback by HR 11.04.2006 20.04.2006 HR

We seek your co-operation in implementing a qualitatively superior review both in terms of process and timeliness. Respective Department Heads & concerned HR facilitators (as mentioned below) would extend all necessary support in completing the process.

Effectiveness/ returns of any System are directly proportional to the sincerity of the efforts put in its implementation and the respect that is given to it by the members of the group Corporate Human Resources

TOP 60 SOFT SKILLS: The Workforce Profile defined about 60 "soft skills", which employers seek. They are applicable to any field of work, according to the study, and are the "personal traits and skills that employers state are the most important when selecting employees for jobs of any type." 1. Math. 2. Safety. 3. Courtesy. 4. Honesty. 5. Grammar. 6. Reliability. 7. Flexibility. 8. Team skills. 9. Eye contact. 10. Cooperation. 11. Adaptability. 12. Follow rules. 13. Self-directed. 14 Good attitude. 15. Writing skills. 16. Driver's license. 17. Dependability. 18. Advanced math. 19. Self-supervising. 20. Good references. 21. Being drug free. 22. Good attendance. 23. Personal energy. 24. Work experience. 25. Ability to measure. 26. Personal integrity. 27. Good work history. 28. Positive work ethic. 29. Interpersonal skills. 30. Motivational skills. 31. Valuing education. 32. Personal chemistry. 33. Willingness to learn. 34. Common sense. 35. Critical thinking skills. 36. Knowledge of fractions. 37. Reporting to work on time. 38. Use of rulers and calculators. 39. Good personal appearance. 40. Wanting to do a good job. 41. Basic spelling and grammar. 42. Reading and comprehension. 43. Ability to follow regulations. 44. Willingness to be accountable. 45. Ability to fill out a job application. 46. Ability to make production quotas. 47. Basic manufacturing skills training. 48. Awareness of how business works. 49. Staying on the job until it is finished. 50. Ability to read and follow instructions.

51. 52. 53. 54. 55. 56. 57. 58. 59. 60.

Willingness to work second and third shifts. Caring about seeing the company succeed. Understanding what the world is all about. Ability to listen and document what you have heard. Commitment to continued training and learning. Willingness to take instruction and responsibility. Ability to relate to coworkers in a close environment. Not expecting to become a supervisor in the first six months. Willingness to be a good worker and go beyond the traditional eight-hour day. Communication skills with public, fellow employees, supervisors, and customers.

How many of these soft skills do you possess adequately?

HRs Strategic Role Human Resources Series HR Development & Training Human Resources Series 1. HRs Strategic Role 2. Effective Recruitment & Selection Techniques 3. Benefits 4. Labor & Employee Relations 5. Compensation Fundamentals 6. Health, Wellness, & Disability Management 7. HR Development Agenda - HRs Strategic Role 1. HRs Evolving Role 2. Strategic Planning & the Change Management Process 3. HRIS 4. Organization Design 5. Measuring Organization Performance 6. Measuring Human Performance 7. Ethics HRs Role Roles are evolving from administrative (personnel function) to strategic partner. Consultative Role: Coach managers to manage their resources within the laws & ensure maximum potential. Change Management Role, systems design. Administrative Role, e.g. records maintenance. HRs Role in New Economy Focus on Business Objectives Structure activities around key business objectives

 Focus on the Environment Scenario planning on workforce issues to anticipate changes in the environment. Focus on Core Values Ensure that core values are embedded in key HR elements, e.g. hiring, job requirements, rewards. Role of Human Resources: General Emerging Roles Examples of Strategic Partnering Effectively managing & utilizing people Tying performance appraisal & compensation to competencies. Developing competencies that enhance individual & organizational performance Increasing the innovation, creativity & flexibility necessary to enhance competitiveness. Applying new approaches to work process design, succession planning, career development & interorganizational mobility. Managing the implementation & integration of technology through improved staffing, training & communication with employees. Change Management Change Management is a Critical HR Professional Skill Change Defined: The adoption of a new idea or behavior by an organization. HRs role in the change process is to help forecast future changes, develop systems and policies for managing human capital before, during & after the change. HR Managements Role in Strategic Organizational Change comes in 2 phases: Planning Implementation Change Management Planning Horizon scan & strategic planning process: Identify potential change drivers through SWOT analysis: (Strengths, Weaknesses, Opportunities, Threats) Economic International Technological Social Employment Demographics Political Use SWOT (Strengths, Weaknesses, Opportunities, Threats) to identify organizational changes or human resource needs for the future. Identify business strategies for Dealing With Each, (High Level Directions/Initiatives) ID Key Actions for each strategy Identify Targets Create Communications/Management Strategy Change Management Implementation Lewins Three-Step Procedure of Change: Unfreeze present level of behavior Movement from present to new Refreezing process Kotters Change Management Model Unfreeze Establish Sense of Urgency

 Form Powerful Guiding Coalition Create the Vision Communicate the Vision Movement Empower Others to Act Plan for Short Term Wins Consolidate Improvements Re-Freeze Institutionalize Change Management People 4 Phases of Transition: Denial diagnosis: common to observe withdrawal; focusing on the past; increased activity with reduced productivity. Management: confront with information; reinforce reality of change; explain what they can do; give them time. Resistance diagnosis: anger, blame, depression, resentment, continued lack of productivity. Management: listen, acknowledge feelings, be empathetic; help people to say good by to the old; sometimes ritual is important. Offer rewards for change, be optimistic. Exploration diagnosis: confusion, chaos; energy; new ideas; lack of focus. Management: facilitate brainstorming, planning, help people to see opportunity, create focus through short term wins. Commitment diagnosis: enthusiasm & cooperation; people identify with organization; look for new challenges. Management set long term goals; reward those who have changed. Human Resources Information Systems Role of HRIS Strategic Management: Environmental scanning results, quality & productivity improvement monitoring. Workforce planning & employment: Tracks promotion, transfers, hiring, and termination rates for each employee by job group. Records the number and percentage of protected categories of employees. EEOC data Applicant info & utilization reports to help monitor affirmative action programs. Human Resource Development: ID career paths Records for education, skills, & completed training Course registration/administration. Evaluate Performance. Comp & Benefits: Track salary survey results Facilitate benefit administration Track tuition reimbursement Track retirement planning Track COBRA & HIPAA documentation. Employee & Labor Relations:

 EE discipline records Labor distribution data Union service data Attitude survey results Occupational health, safety & security Accident & illness trends Insurance & workers comp claims Illness & injury medical exam & follow-up procedures. IDs high risk conditions Monitors accidents & their costs by type and location. Organizational Design Indicators of Organizational Design Define Work activities core functions Reporting Relationships who reports to whom Departmental Grouping 5 Options Option 1: Functional Administration & Research Weaknesses: Slow response time to change Slow decision making, hierarchy overload Poor horizontal coordination among departments Less innovation Restricted view of organizational goals. Strengths: Allows economies of scale within functional departments Enables in depth skill development Enables organization to accomplish functional goals Works best in small to medium sized organizations Works best with 1 or a few products.

Option 2: Divisional Strengths: Good for fast change in unstable environment High client satisfaction due to product responsibility & contact points are clear High coordination across functions Units can adapt to differences in products, regions, clients Best in large organizations with several products Decentralizes decision making Weaknesses: Eliminates economies of scale Leads to poor coordination across product lines Eliminates in-depth competence & technical specialization Makes integration & standardization across product lines difficult. Option 3: Geographic

Strengths & Weaknesses similar to divisional

Option 4: Hybrid Strengths Adaptability & coordination in product divisions & efficiency in centralized functional departments Better alignment between corporate and division level goals Achieves coordination within & between product lines Weaknesses Potential for excessive administrative overhead Leads to conflict between division & corporate departments. Option 5: Matrix Strengths: Achieves coordination to meet dual demands from environment Flexible sharing of human resources across products Works for complex decisions & frequent changes in unstable environment Provides opportunity for functional and product skill development Best in medium organizations with multiple products. Weaknesses: Dual authority, can be frustrating & confusing. All need good interpersonal skills & extensive training Time consuming, involves frequent meetings & conflict resolution Requires collegial rather than vertical type relationships Requires dual pressure from environment to maintain power balance. Measuring Organizational Performance: Balanced Scorecard Balanced scorecard helps individual business function measures with organizational strategies. 4 Major categories for the balanced scorecard: Innovation & Learning Measures skill and motivation of employees. Example measure employee engagement. Value proposition link to organization productivity. Internal Processes Core processes are identified along with key measures. Example measure employee productivity. Financial Profit or budget performance against goals. Customer Quality, effectiveness of delivery, and overall customer satisfaction.

Measuring the Performance of Human Capital HR Audit Example Areas to Investigate Organization of HR Department Organization Development (Staffing Forecasts) Recruitment & Selection Compensation Employee Benefits Employee Relations & Communications Personnel Policies/Workplace Rules EEO/Regulatory Compliance Training & Development Labor Relations Safety, Health & Wellness Human Capital Metrics Absence rate [# days absent] / [Avg # employees x # workdays] Cost per Hire Total cost of hiring process / # employees hired Health Care costs per employee Health care costs / # Employees HR expense factor HR expense / Total Operating Expense Human Capital ROI [Revenue Operating Expense (Compensation Cost + Benefits Cost)] / [Compensation cost + Benefits Cost] Human Capital Value Added Revenue [Operating Expense (Compensation cost + Benefit Cost)] Turnover Rate [# Separations during month / average # of employees] x 100 Code of Conduct Trustworthy Conduct including dependability, loyalty, & honesty in communications and actions. Respectful behavior treating everyone with civility, courtesy, tolerance & acceptance, and recognizing the worth, dignity and unique characteristics of each individual. Accountability taking personal responsibility for ones actions & decisions. Fair & just actions utilizing equitable processes in decision making. Compassion caring for others, both within & apart from the UCSF community, & providing the highest quality service to patients & humanity. Good citizenship striving to make the UCSF community function well now & in the future. Responsible management including prudent use of University resources in a fiscally responsible manner. Human Resource Values The core values and beliefs that support our vision should be/are: Ethics and Integrity: Committing to the highest standards of behavior demonstrated by being open, fair, honest and consistent in dealing with the campus community and the public; Supportive Work Environment: Developing a work environment that enables productivity and develops human potential; Diversity: Respecting individual differences and ways of thinking, and celebrating individual differences;

 Customer Service: Providing high-quality services that are measured by satisfaction from those we serve; Innovation and Quality: Recognizing and rewarding creativity and "out of the box thinking that results in positive change and creates a new standard of performance; Teamwork and Collaboration: Working together collectively to achieve goals and purposes common to the organization's strategic directions, and where the result is greater than the sum of its parts; Champions of Change: Taking risks that encourage new methods and tolerate honest mistakes when peak performance and limited resources are combined for a positive outcome; Effective Communications: Listening and speaking in a manner that is timely, honest, thorough, open, and sensitive within our organization as well as between individuals; High Performance/Maximum Accountability: Providing the ability to make choices and take responsibility for them so that individuals can be measured by the goals they set and their commitment and ability to achieve them. Fun: Enjoying the work, relationships and time we share together as colleagues focused on a common mission.

Competency mapping is a process of identifying key competencies for a particular position in an organisation, and then using it for job-evaluation, recruitment, training and development, performance management, succession planning, etc. The competency framework serves as the bedrock for all HR applications. As a result of competency mapping, all the HR processes like talent induction, management development, appraisals and training yield much better results. The competency movement has caught on much better in the non-IT sector than the IT sector. Over the past 10 years, human resource and organizational development professionals have generated a lot of interest in the notion of competencies as a key element and measure of human performance. Competencies are becoming a frequently-used and written-about vehicle for organizational applications such as: Defining the factors for success in jobs (i.e., work) and work roles within the organization Assessing the current performance and future development needs of persons holding jobs and roles Mapping succession possibilities for employees within the organization Assigning compensation grades and levels to particular jobs and roles Selecting applicants for open positions, using competency-based interviewing techniques. Competencies in organizations tend to fall into two broad categories: 1. Personal Functioning Competencies. These competencies include broad success factors not tied to a specific work function or industry (often focusing on leadership or emotional intelligence behaviors). 2. Functional/Technical Competencies. These competencies include specific success factors within a given work function or industry. A competency map is a list of an individuals competencies that represent the factors most critical to success in given jobs, departments, organizations, or industries that are part of the individuals current career plan. Competency mapping is a process an individual uses to identify and describe competencies that are the most critical to success in a work situation or work role.

Top competencies are the vital few competencies (four to seven, on average) that are the most important to an individual in their ongoing career management process. Importance to the individual is an intuitive decision based on a combination of three factors: past demonstrated excellence in using the competency, inner passion for using the competency, and the current or likely future demand for the competency in the individuals current position or targeted career field. Although the definition above for competency mapping refers to individual employees, organizations also map competencies, but from a different perspective. Organizations describe, or map, competencies using one or more of the following four strategies: 1. Organization-Wide (often called core competencies or those required for organization success) 2. Job Family or Business Unit Competency Sets 3. Position-Specific Competency Sets 4. Competency Sets Defined Relative to the Level of Employee Contribution (i.e. Individual Contributor, Manager, or Organizational Leader) An illustration of some competency factors in a few chosen areas are as follows: I.CAREER DRIVES ACHIEVEMENT Desire to achieve results AMBITION Strength of ambition REMUNERATION Concern with remuneration RECOGNITION Need for recognition INDEPENDENCE Need for independence II.LEADERSHIP AND INFLUENCE DIRECTIVE: Willingness to lead from the front DELEGATIVE: Willingness to delegate COACHING: Willingness to coach others POWER: Desire to have authority DECISIVE: Speed of decision making PERSUASIVE: Willingness to persuade others III.STRATEGIC ORIENTATION GOALSETTING Willingness to set goals ANALYTICAL Preference for analytical thinking PROACTIVITY Need to plan and be pro-active INNOVATION Desire to be innovative and flexible IV.CONFLICT MANAGEMENT STYLE

ASSERTIVE Willingness to address conflict COMPETITIVE Willingness to be verbally competitive COLLABORATIVE Desire to collaborate with others COMPROMISING Willingness to compromise V.PEOPLE ORIENTATION AGREEABLE Need to get along with others EXTRAVERSION Workplace extraversion/introversion INTIMACY Need for workplace friendships TEAMWORK Desire to belong in a team VI.COPING STRESS Resistance to stress SENSITIVITY Sensitive to the needs of others RESPONSIBLE Willingness to accept responsibility SECURITY Need for job security VII.VALUES ALTRUISM Values helping others TRUST Values trust and openness LOYALTY Values loyalty CONFORMING Desire to conform Competency mapping can play a significant role in recruiting and retaining people as it gives a more accurate analysis of the job requirements, the candidate's capability, of the difference between the two, and the development and training needs to bridge the gaps. As far as meeting an individual's career aspirations are concerned, once the organisation gives an employee the perspective of what is required from him to reach a particular position, it drives him to develop the competencies for the same. Competencies enable individuals to identify and articulate what they offer so that their organisation (current or future) can see, value and utilise what capability is actually available. competency mapping helps identify the success criteria (i.e. behavioural standards of performance excellence) required for individuals to be successful in their roles. It helps to: Support specific and objective assessment of their strengths, and specify targeted areas for professional development. Provide development tools and methods for enhancing their skills. Provide the basis for a more objective dialogue with their manager or team about

performance, development, and career-related issues. If an individual is able to discuss the above with his manager, it will help him to chalk out his growth perspectives in the company. Competency mapping demonstrates what type of knowledge and skills are required and/or found within the human capital of the organization. An organization could use these personal competency maps to build a 'yellow pages' directory, match people to jobs or positions or determine what training programs are needed to fill skill gaps.

Work smarter, not harder. 1. Plan ahead. When you have a meeting, conference call or need to start a new project be prepared. Have all the notes, documents, files and resources you need handy so you can get started and work effectively. Planning ahead will no doubt save time later on. 2. Match your project with the clock. Increase your productivity by recognizing the best time for you to work on each task. If you're slower after lunch, schedule the most important things in the morning. If your eyes aren't fully open until 10am, don't schedule meetings at 8:00. Everyone has a peak time to physically and mentally be more effective. Utilize your peak time for big jobs and use the other times for less critical tasks. 3. Do you really need more? Stop and think about how many new things enter your life each day, whether it's something you buy, are given or just falls into your lap. Ask yourself it you really need the item. If you find that you collect things in hopes of using it...someday, you probably really don't need it. For every new thing you receive, try to eliminate something old. 4. Handle papers once. If you find yourself shuffling through papers and mail and setting it aside for later, this is a good rule for you. Make a decision about the paper at hand and act on it now. If it's not something you need to act on now, then toss it. If it needs immediate action, do it now or delegate! Indecision leads to clutter that you'll have to deal with again later. 5. Store supplies you use often close by. Make the most of how you use your workspace. Keep everything you use frequently in a convenient, easy-to-access location. If you see something on or near your desk and you can't remember the last time you used it, something more important could be better positioned in its place. 6. You can't read everything. With resources like the Internet and libraries, there's no need to keep receiving publications you set aside each month in hopes of reading later. Set up a folder for the most important items to read and stick to it. If you can't find the time, time to end the subscription! 7. Make lists. Use your planner or a software program to keep track of your to-dos. Don't leave files out as reminders. 8. Smaller parts make the whole. If you just don't know where to start, look at your project as several smaller parts. Big, daunting projects become easier to manage and complete when you accomplish smaller goals along the way. 9. Eliminate stuff. Reconsider what you really need to keep. Can you toss your old seminar booklets, industry publications, or files from years past? Ask yourself how important is it and what would happen if you disposed of it. Often we keep things for security, but getting rid of things helps save time and decisions about what to do with it later on. 10. Improve your skills. In the midst of busy, productive days, sometimes we forget to continue to make an effort to improve our skills. Take a class, attend a seminar, or learn a new computer program. Remember to take time and make the investment in yourself. 11. Adding filing cabinets is not always better. Instead of adding filing space, reevaluate what and how you file. Save more files on your computer, and before you put it in cabinet, go through a project file to discard everything but the key documents. You'll find that becoming more organized will reduce the need, and expense, of adding more storage space. 12. Work only on the project at hand. It's easy to be tempted to start on something new

when you're distracted or interrupted. Resist the temptation and stick with what you originally intended to do. Stay focused because it usually takes less time and energy to complete the project at hand than pick up where you left off. If you have no choice but to stop, be sure to make a quick note to remind yourself how to continue. 13. Delegate, delegate, delegate. Sometimes it's hard to hand your work over to others. However, if you use the right skills, you'll help yourself and others become more productive. Recognize your own strengths and those of others. Clearly communicate your goals. Realize that delegating creates synergy, which often gives the final result additional benefits. 14. Keep your files clear. Filing does have its purpose, so be sure your files are easy to use when you need to retrieve them. That means using appropriate labels, not over-stuffing them with papers and using a clear system to organize them, whether it's by date, project or alphabetically. Leave a few inches in each drawer to allow for additional papers or files you may add later.

One of the most important elements in fulfilling corporate social responsibility is the development of human resources. Unless they develop good human resources, corporations cannot consistently fulfill their social responsibilities. That is why we believe that enterprises should not simply make products but should also turn out quality professionals. As we continue to work for human resources development, we remember our founding philosophy of making people to make things and that making products and making people as two halves of a whole. Enterprises fostering the professional and human qualities of their employees is an important element in education for an international society. Today, as globalization advances, the reception given to overseas business activity by the host country will depend on the business philosophy of the enterprise, but we think that the quality of the human resources working on the ground is also a very important factor. To be well received in the host country, we believe that it is important to give first consideration to benefiting that country and providing it with things it really needs so that it can develop and the peoples living standard can improve. Making people to make products Encouraging employee diversity Like globalization, social advancement for women has become the norm in Japan today. Creating a free and open corporate culture in which diverse human resources can take part irrespective of sex, age, nationality, or other differences boosts motivation and satisfaction among employees and ultimately injects vitality into the corporate organization. In Japan, where the trend to smaller families and an aging population is becoming a serious issue, it is likely that diverse human resources will in the future work alongside each other in the workplace. Moreover, in order to deliver products and services that satisfy a wide range of customers requires an organization that itself recognizes a diverse range of values. On this basis, we aspire to create an enterprise where male and female employees work together in an atmosphere that fosters diversity. For a Diversity-Friendly Corporate Culture As of December 2004, MEW was active in business through 136 bases operated by 91 companies in 32 countries and territories overseas. Overseas net sales have grown in absolute terms and as a proportion of the total, accounting for 14.3% (190.5 billion) of total net sales in FY2004 as against 10.9% in FY2000. In parallel, the number and proportion of employees based overseas has also risen to 32% (16,026). Today, as we study the potential for further overseas business development, we recognize the education of local staff as a major issue and

are promoting the localization of overseas companies. As of April 2005, the number of staff assigned from Japan to overseas workplaces was 348; by promoting local staff to managerial positions and other measures, we will move forward with localization and reduce to the minimum required level the number of Japanese staff working in local companies and plants. By training local staff and successively promoting them to appropriate positions, we will thus contribute to thedevelopment of the country. As of December 2004, women accounted for 22% of company employees. In the interests of the social advancement of women, the deployment of their skills and abilities, and the vitalization of the workplace, we are promoting the appointment of women to managerial and supervisory positions, and women now occupy around 60 of the total of around 4,000 such positions. One of the barriers to the social advancement of women is the difficulty of combining childbirth and childcare with work. This situation arises from a range of influencing factors including social tradition and individual ideas. In Japan, however, where the trend toward smaller families and an aging society is progressing, the provision of a working environment which allows the combination of childcare and career is very important to support the raising of the next generation. In response, MEW introduced a system of childcare leave in FY1990 which has been used by around 1,500 employees, nearly 100% of whom have returned to work. From FY1996, we introduced a system of shorter working hours for Response to globalization Womens initiatives childcarers which many employees have taken advantage of to effect a smooth return to work. Labor and managementare engaged in joint appraisal of additional systems andarrangements to support the raising of the next generation.In June 2004, we set up the Corporate Equal Partnership Office with the aim of promoting a corporate culture in which male and female employees work together in an atmosphere that fosters diversity. The office examines improvements and the creation of new systems and arrangements and a corporate culture to allow women to experience motivation and job satisfaction on their own terms. In July, an informal discussion meeting was held between the company president and representatives of female employees at which a lively exchange of views unfolded. Comments from female employees who attended the meeting Women are disadvantaged by childbirth. Childcare leave and a range of other systems have been put in place but I think more active intervention is needed to relieve the pressure on women. Women are absent from the workplace for long periods due to childrearing and when they come back to work they find inevitably that male colleagues have moved ahead of them. I would like to see employers take a longer-term view of education and development for female employees. I think it is important to create a corporate culture in which women taking childcare leave is seen as an individual lifestyle choice. I think it is a simple fact that women today are more restricted than men by housework and so on, so I think it would be a good idea if home working using IT could be. developed as a new option.

1. Do more than is expected of you . Prove that you're capable of handing more responsibility. Volunteer for special assignments. 2. Take initiative and do what needs to be done , before being asked. 3. Learn the skills you'll need to advance. Take advantage of on-the-job training, but don't rely exclusively on that. Consider taking (and paying for) skill-enhancing courses on your own. 4. Be loyal to your boss, your team, and your company. (Yes, you can be loyal without being a "brown-noser.") 5. Be patient and don't expect to be promoted without demonstrating your abilities over time. 6. View the big picture and understand your company's mission. Find ways to help them accomplish it. 7. Save money for your company by identifying ways to boost revenues, reduce expenses, or streamline processes. 8. Offer solutions to the problems you must take to your boss. 9. Show respect to everyone -- superiors, peers, subordinates, and especially customers. 10. Don't be afraid to say "I don't know." If you don't know something, say so; don't try to fake it. Find the answers you need. 11. Take responsibility for your actions . If you're at fault, admit it and take the blame. If you're wrong, apologize. 12. Never gossip . Gossip can hurt the careers of two people: the person being talked about, and the person doing the talking. 13. Never say "That's not my job." Don't think you are above anything. Pitch in and set a good example, especially if the job is one that nobody else wants to do. Your willingness to do so will be noticed and appreciated! 14. Share the credit . People who share credit with others make a much better impression than those who take all the credit themselves. 15. Ask for help when you need it . Don't let a difficult task get out of hand. When you need help, ask for it -- before things get worse. 16. Keep your dislike to yourself . If you don't like someone, don't let it show. Never burn bridges or offend others as you move ahead in your career. 17. Don't hold grudges . Life isn't always fair. If you were passed over for promotion, didn't get the project you wanted, etc., let it go. Be gracious and diplomatic, focus on the future and move on. Harboring grudges won't advance your career. 18. Be humble . When you're right, don't gloat about it. Never say "I told you so!" 19. Make others feel important. Compliment others, emphasize their strengths and contributions, and help them whenever you can. They will enthusiastically help you in return.

20. Join associations and professional organizations (like this forum ) related to your career. In addition to helping you learn more about your industry, this can provide invaluable networking opportunities. (Which might come in handy if your employer isn't promoting!)

Winning Your Next Promotion Tags: team, career After Jack Welch retired as the legendary C.E.O. of General Electric, he wrote a book on Winning. Now, one would think he was sharing advice in that book for the benefit of other chief executives; but he states up front that he is more interested in how to make winners out of middle managers, people running factories, line workers and others who too often discount their own chances for getting ahead. In more ways than you might imagine, getting ahead in the business world is so often a case of you making yourself more valuable, making yourself promotable. To move up the career ladder, whatever organization you work in, you need to draw together your professional skills and competences with your business sense and ability to build good relationships, thereby creating the widespread impression that youre someone who will be valuable at increasingly senior levels. This is more than just being excellent at your craft. The best engineer, or accountant, or salesperson isnt necessarily the one who snags the open manager slot in his or her department. Often, its other personal attributes that will be taken into consideration when your boss decides whom to promote. To be promotable, youll need to demonstrate business acumen, political sensitivity, the ability to manage change, and loyalty to your employing organization. (All of those things you dont see in fact, in an average episode of The Office.) And along with these traits, you must focus on the need to communicate and network effectively while cementing critical relationships with those who will sponsor and support you as you move along your career path. Its just as Peter Drucker said: Companies today arent managing their employees careers; knowledge workers must, effectively, be their own chief executive officers. Its up to you to carve out your place, to know when to change course, and to keep yourself engaged and productive To do those things well, youll need to cultivate a deep understanding of yourself not only what your strengths and weaknesses are but also how you learn, how you work with others, what your values are, and where you can make the greatest contribution. Here are the classic questions and answers often asked by those who want to increase the chances of winning the next promotion. What You Need to Know Id like to get promoted and have done a lot to be ready for the next assignment. But there are so many others doing the same thing. How do I increase my chances of getting noticed? Advertising that you want to be promoted is usually unbecoming. On the other hand, being clear about what you want and why you deserve to be promoted is very important, but a subtle approach can also reap rewards. You could, for example: find a mentor or sponsor in the organization with whom you can work approach your line manager and discuss your development plan in the light of your conviction

that you have more to offer the business observe those who have been promoted and ask yourself if youre mirroring similar attitudes and behaviors Try to become more visible by ensuring that you take the opportunity to mix with decision makers and by sharing stories of your success at appropriate times. Again, dont make too much of your achievements or you may turn off the very people you need to court. No matter how hard I work, I feel that Im buried in my organization in terms of getting visibility. How can I change this? Often your organizational visibility goes up when you increase your visibility in other arenas. Why not publish articles in trade or professional magazines or accept invitations (or volunteer) to speak at conferences? If you want to raise your visibility closer to home to demonstrate your commitment to the community, you could get involved in local politics. The point is that a nose-to-the-grindstone demeanor isnt always the best way to win a promotion. Ask yourself what you can do to garner acclaim in your industry or profession. My organization has dropped from a dozen levels to just a few. Should I forget about becoming a manager here? It sounds as if youre working in a flat organization (where there are fewer levels in the hierarchy) or in a matrix organization (where the business is structured according to common activities rather than discrete business units). Project teams are often made up of specialists across a business. In such cases, promotability can take on a new meaning as there is often no longer a clear succession route. In such cases, the person who can most successfully lead a team stands out as management material when the time comes to name a new manager. Flatter organizations still have managers, just not as many. Learning to lead teams well is your best path to winning a management job. What to Do Winning the next promotion requires, first and foremost, that you think more widely. Being a technical genius or subject matter expert is critical to someone who manages a task or a function, but the traits needed for managing an organization or a business are more broad. Thus, if you choose to pursue this path, you will face a very wide development agenda. Aspects of this include familiarizing yourself with the broader business arena and general management issues, developing social and political skills that enable you to build effective relationships, and finding a personal leadership style that youre comfortable with and can develop into a distinctive personal brand in the long run. But watch out: The personal skills and attributes that have carried you to the point in your career where youre looking at a more senior appointment are the very skills and attributes that can sabotage your success at this level. These include having too high a dependence on your specialist expertise, an individualistic approach that differentiates you from your peers, and an inclination to challenge the organizational status quo. In this sense, you might have to let go of what has propelled you so far in order to get further ahead. Yet, you also need to think ahead in the sense that just getting a management position does not mean that you will succeed. Thus, you need to start now to build the skills that youll need as a manager. One way to create a development checklist for yourself is to look at the dominant reasons why so many managers fail. Communications, motivation, trustthese are skills seldom covered on the path to becoming a top-notch accountant, engineer, or transportation specialist. Decide now that you have to learn more about management areas such as growing interpersonal relationships, meeting business objectives, building a team and adapting to change and transition. The most important of these include the following: Develop Good Interpersonal Skills As you progress through your career, a shift occurs in the balance between the expert contribution you make and your ability to build relationships. More senior positions demand a higher level of political and personal sensitivity, because at this level relationships go beyond

the organizational setting and are more likely have an impact on the long-term viability of the business. This is so much more than knowing how to make a great presentation to a sales meeting. Good interpersonal relationships begin with a high level of personal authenticity. Theres no substitute for genuine self-confidence; people can generally see through bluff and bluster, so its as well to devote personal development time to really know yourself well, understand your values, and create a clear picture of what you want. With this knowledge in place, good communication and an easy manner will follow naturally and authoritatively because it will genuinely reflect who you are. Meet Business Objectives How up-to-date is your business acumen? In order to make yourself promotable, not only do you have to meet the objectives of your role, but you have to contribute to the wider business, too. This means showing initiative and taking an interest in areas outside your role boundaries. Being supportive of, and passionate about, the business is a fundamental way to become noticed as someone who could add value at a more senior level. It may be out of your comfort zone to work on projects that deal with organizational functions other than your own, but do it, with passion, if you hope to be seen as one who can manage a business. Build and Lead Teams One of the essential skills of a senior executive is the ability to build and lead teams. Whats most important to think about in this regard is that you can learn the skills that most often result in successful team projects. Much of a persons success in this area depends on his or her ability to communicate clear objectives as well as understanding the skills, motivations, and personal values of those in their team. Relationships must be open with a healthy ebb and flow of feedback to ensure that everyone is aligned with the purpose of the team. Milestones and markers need to be part of the plan so that progress can be monitored and successes celebrated. And there a few joys in business greater than having a group of people share a goaland succeed! Learn to Manage Transition and Change Harvards John Kotter wrote an excellent book on leading change. Its a skill, he says, that too few people have in the business world. Yet, change is the order of the day. Business and organizational models change in response to developments in the market and economy. The ripple effects of these changes are felt throughout the organization and have an impact on everyone. Being able to field such changes and use your knowledge and insight to direct peoples creative energy towards making them a success are valuable attributes of a leader. As soon as you face the reality that change is a permanent fact of organizational life, the sooner you can lead others who would rather entrench themselves in the past. To win the next promotion, you need to show that youre prepared to keep people motivated and learn from the new experience rather than demonstrate resentfulness or obstinacy. In short, remaining flexible and actively seeking ways of making (sometimes difficult) things happen, keeping people motivated, and learning from the new experience are all-important characteristics of those in the top team. Loyalty and solidarity are values that are prized in cultures that are subject to transition and change. Build an Effective Network of Champions or Sponsors People who get ahead in the business world believe in networking. But this is not about cozying up to one senior executive and becoming his or her fan club leader. Its important to build a robust network of relationships that will support you purely because of your potential and personal integrity. Think about your network and identify role models, potential coaches, and mentors for different aspects of your development plan. As you approach them, be open with your request for assistance but beware of projecting self-interest above the interests of the organization. Frame your request in development terms by stating that you feel you have more to offer the business and would appreciate their guidance. Keep in mind that you are not trying to enlarge your circle of friends, although you probably will make some new friends whenever you network. The main purpose of networking is to identify people who share common interests and concerns about the business and who recognize that the business will grow stronger if your own skills can be developed in alignment with business goals. In this way, networking is always a win-win proposition.

What to Avoid You Irritate People Who Could Help You Sometimes, people looking for a move up the career ladder make such a fuss about their ambitions that they make a lot of noise around the people who they think can promote them. This is very irritating and counterproductive. You must keep in mind that your chances at a promotion will be judged on whether it will help or hurt the larger organization and business. Winning the next promotion means projecting a winning personality and avoiding behaviors that will assuredly x-x-/ your career. Youre Not Willing to Change Unless youve been asleep since the 1980s, youll know that every major business on the globe has committed to the concept of Total Quality Management (TQM). And a central belief of TQM programs is that systems and processes (and products and services) should be considered candidates for continuous change and improvement. Its sad, then, when someone who wants to be promoted to a higher level of responsibility resists change. The Chinese philosopher, Lao Tzu, said it best: Resisting change is like holding your breath; if you persist, you die. You Ignore Your Team Organizations and businesses excel based on the performance of many. Jack Welch, alone, did not build todays powerhouse General Electric, and he would be the first to admit that. Its tempting to focus on yourself as you look toward your career horizon and plan for your own success. But make no mistake: youll be judged on your ability to develop the talent on your team. You wont succeed by squashing those on your team who also have potential, so you must trust in your own abilities and let your best team members flourish as well. It may seem counterintuitive at times, but the winners picked for the most promotions help others to become winners too.s