INNOVATE packaging!
SCRUTINISE blanket-ban!
ELIMINATE production!
REDUCE, REUSE! Collect to RECYCLE!
Mr Foolhardy slips over a banana peel. After a few steps he falls again over another banana peel. He gets up and starts walking. On seeing third banana peel he says: "Oh-My-God, now I have to fall again!!!" .... Like Foolhardy, some do love 'falling' followed by getting 'cured' reactively 'again-n-again' than taking preventive 'care'. What should the case really be?
How Much Can We Better Our Recruitment Processes?
In Order To Improve Knowledge, Skills, Attitudes, How Much To Add To Training Budgets That Are Already Heavy?
How Much To Better Our Succession-Plans?
These are some of the worries that keep haunting HR professionals. One reason is, increasing inventory of disgruntled employees. Employees disengaged due to job dis-satisfaction in particular in spite of having good systems in place. Other reason is attrition.
How to overcome this?
What is the solution to this dilemma?
How to reduce or prevent attrition?
Sometimes the causes might be aptitudinal. Sometimes it may be due to gaps in matchmaking at recruitment stage itself due to misleading presentations by either of the stakeholders.
It ultimately results into recruiting people and then figuring out how to fit square peg into round hole in order to accommodate them. Failure to do so results into branding them as defocused if they stay disengaged or as not-trust-worthy job-hopper if they quit jobs.
Hereunder might be a simple way to find out whether passions and aspirations of prospective recruits match that of a company's needs. HR professionals and companies might like to drive following steps to ease their worries.
Step-1: Prospects, both the recruiters and recruitees, need to look for matchmaking of mutual passions. Read blogpost that answers How To Take your career in fast lane!
Step-2: Prospective recruitees write their comprehension about thoughts expressed in the blogpost in maximum 50-words!
Step-3: Prospects write briefly about their own passions: Maximum 50-words!
Step-4: HR professional (assessor and selector) from recruiting company studies above 100-words in order to draw parallels. Based on the parallels s/he draws her conclusion on matchcmaking of passions and aspirations between the prospects and the company.
The findings might be given an appropriate weightage alongwith that of various other available criteria for recruitment.
In support of the above process, the recruiting company might like to design a few prompting questions that the recruitee answers.
Better the matchcmaking of passions and aspirations, better will be the mutual choices of recruits and companies, lesser will be the disengagement and better will be the Succession-Plans!
Also read a few relevant blogposts hereunder:
Take your career in fast lane!
Do you exercise your choice meaningfully
Overworked? Tension? CPU of the mind hung-up?
Prevention: The Best Cure! ... Is it really so?
Do you know a Best-Career-Plan
Don't Forget: Stir-Coffee-Well !
Strategise To Achieve Targets Daily
Listen To The Iceberg, Not The Tip
An Experience of Heart-and-Soul
Taken-For-Granted ? You Deserve It !!
"Green tax of Rs 20 crore in kitty, but pollution in Thane remains high!"
This news that I read while sipping tea after a long drive of over 100 kilometers across Mumbai and Thane, reinforced writing this blogpost and its title.
Actually I had already begun to write this blogpost on studying various signals over a few days. Only some of them had 5...4...3...2...1... 'Second-tickers' that indicate time in 'seconds' the next signal would show up.
More than half of almost a hundred signals that I studied didn't have 'ticking countdown timers' nor were they visible except to the first row of vehicles.
Purpose of the 'ticking' is to provide transparency so that speeding vehicles could predict when to halt and stationary vehicles could 'start' their engines just-in-time. Former would prevent accidents. And both, the former and the latter, would save fuel as well as pollution by preventing idle running of engines.
So it's not necessarily the old vehicles that cause pollution. Attitude of drivers in spite of the infrastructure such as above (or the lack of it) also contribute their might. Even new vehicles holding 'pollution-in-control' certificate 'vomit pollution'.
Causes may be many that need to be treated at root cause level. It's actually easy and less expensive to do so.
Lack of proper maintenance, for instance.
Attitude of 'managing' to seek pollution certificate.
Fitting 'timers' at all signals or fitting them at visible level.
Marking an area at busy signals (as yellow box-1, 2, 3, say) that indicates those many vehicles within a maked box could pass through a given 'timer-setting' of the signal. So only one batch of vehicles within the yellow box-1 would pass within the fall of one signal.
Vehicles within yellow box-2 need not race-to-chase since the timer-setting of signal-1 won't be adequate to get them cleared. See the idea in sketch.
The denomination of the boxes can be standardized in steps equivalent to the units of signal-time so that signal time can be adjusted as per demand. This is equivalent to a 'pitch' in 'just-in-time' or 'lean' operations that bring in visibility. Thereby it will reduce costs such as fuel consumption and pollution in case of traffic.
Installing proper signboards and indicators. In absence of that, many a time a driver ends up getting stuck on signals while he could have easily taken a couple of flyovers to reach his destination without any waiting time.
This is analogous to a 50-story building employing say four high-technology lifts: one each reserved for going upto 10th floor, upto 20th floor, upto 30th floor, and upto 40th floor respectively; but not having a few pennies worth signboards. A first time visitor might end up landing into a wrong lift and shuttling among lifts and floors. Murphy's law usually takes over in such cases!
Tackling habits of people pressing switches of all the lifts at a time without reading signboards if at all they are readable, is another story of course!
Shear waste of energy! Many a time road-signs are hidden behind political hoardings full of birthday wishes.
In short, root cause of pollution is the wasteful human-activity that adds costs rather than value.
Unless there is a reward mechanism to recognise all those stakeholders who involve themselves in finding out non-value-activities, merely punishing at symptomatic level is not going to be of much help.
Authorities must listen to their voice on their real time difficulties. Leaders need to go to corresponding workplace (Gemba) in real time (Genjitsu) in order to do so so that they can see the difficulties themselves. They must treat those difficulties at root cause levels rather than merely giving first-aids to symptoms.
Wish To Be Planet-Friendly?: Save!
Taken-For-Granted ? You Deserve It !!
Technology in-place, security dis-placed
Do you know a Best-Career-Plan
Less With More And More Gets Sore
Make It Simpler, Rest Will Follow
Some Moron ! Some Great !!!
Smart-Moron Who Breaks Your Glass
WOW Work-Culture: By Telling or Selling
Suggestions On-Sale, None-To-Buy
Can-changing-thoughts-change-a-nation
Ridiculous Poison-culture versus Maverick Kaizen-culture
Taken-For-Granted ? You Deserve It !!
Bapu's smile!
Courteously asking for 'tea or coffee'!
Issue of token for work within a minute of entry at security gate!
Prabhakar's speedy response to take car for quick touch-up!
Warm get-up of the cool waiting room!
Job done in a couple of hours although (the paint touch-up was) with a little less of finesse. Generally a dealer would take a work-shift including a bit of waiting due to Sunday rush. Of course it was a planned visit so scheduling the job was easy for them.
Being a Kaizen student, I expressed desire to take a study tour. It was quickly acceded to.
Customer does expect such activities to be performed of course with 'aesthetic-smile' that competition has 'forced' upon suppliers in auto sector in particular.
He 'pays' for the 'standards' alongwith for the Technology, Tools, Materials, etc. anyway that all paraphernalia management does employ from 'outside' i. e. from the material world. They even don't forget to put a 'smiley' foot-mat that says 'thank you'.
But what one can't forcibly employ is the evidence of heart-and-soul, the 'inside', while performing above kind of trivial looking but relevant activities as duty (that predominantly need human interventions).
If one passionately enjoys it as a play it gives pleasure to self and hence for others. Inevitably it adds value to self that no one can snatch away from. The 'player' looks beautiful then.
For that 'beauty' to happen the leaders at workplace must enjoy the work themselves. They must enjoy their own work of - leadership by demonstration, - pouring heart-and-soul in playing their own role, - recognizing those colleagues and subordinates who do so, - employing 'telling' tactics if 'selling' fails to those who don't do so so that they don't spoil others who do.
Hope such Heart-and-Soulful experience doesn't fall back to Heat (the customer First) and then Cool her!
With that consistency then not only will the 'player' look beautiful but also s/he will make the workplace look beautiful!!
Also read a few relevant blogposts hereunder:
WOW Work-Culture: By Telling or Selling
Experienced A Delightful Payment !
Take your career in fast lane!
Succession-Plans In Fast Lane!
Suggestions On-Sale, None-To-Buy
Can-changing-thoughts-change-a-nation
Ridiculous Poison-culture versus Maverick Kaizen-culture
Aesthetics Spills-Over Function, Want Spills-Over Need (Part-1)
Aesthetics Spills-Over Function, Want Spills-Over Need (Part-2)
You seem Reasonable if you appear Un-reasonable
Smart-Moron Who Breaks Your Glass
Suggestions On-Sale, None-To-Buy
Prevention: The Best Cure! ... Is it really so?
In-big-problem? Wear-hats-to-solve-it!
The other day (28th December) Automatic-Boom-Barrier on toll-booth on Mumbai-Nashik highway near Igatpuri 'automatically' fell on our car. Nearly-missed the curse of 'broken-down' high-technology that could have resulted into fatalities. Luckily it didn't fall on windshield. We escaped crisis with a mere dent on top of the car. Whether we get compensated for the mechanical damage or not is a distant 'if-or-but' subject.
But the point worth highlighting is about the costs-of-poor-quality of work or wastes due to breakdowns.
Moving at snail's pace in the 'Toll-Queue' on that Sunday evening around 20.00 hours we ended up waiting in the queue for more than 10 minutes.
I think there were eight lanes with perhaps ten vehicles in each lane.
Couple of booths and hence the corresponding lanes were non-functional. Sitting in the vehicle, I couldn't ascertain whether they were broken-down or were reserved for 'VIP movement'? In India self-professed definition of VIP is anyone creatively sporting a magnetic 'Beacon-light-fixture' or a 'Stand for a color-flag with a black plastic-cover' and sometimes a vehicle carrying 'Bulky and/or Rowdy' personalities in 'Pure-white politician style attire'.
So while negotiating for the 'working' lanes, some kept there engines ON. Some 'started' and 'stopped' until could finally manage to get through the toll-booth.
It's another subject whether the toll-tax should continue or not as per contractual agreement. But one thing is sure that a thesis is not needed if the road authorities choose to brainstorm answers to following questions.
What is the cost of fuel wasted?
What is the cost of delays to various stakeholders?
In order to save the above costs,
why can't the flow of vehicles be continuous by expediting 'Smart-Card-Reader' technology?: It shouldn't be difficult at all to do so across the country in less than a few weeks time considering that India is a leader in software-technologies.
Actually this example is just a representative one that can be extended to all delivery processes: Governance, Social or Business.
Unfortunately Indian leaders are leaders in playing dirty politics in decision making as well. They are 'smart' in record-breaking-speed on decisions related to vested-interests. Also they are 'leaders' in procrastinating (rather placing barriers in) issues of public interests so that the 'starving' public can be manipulated during elections. They are not bothered about such Booms banging over country's economy and dooming it.
By the time they realize importance of using their offices to speedily act on this, can the thoughts in this post trigger each one of us to do something?
Surely yes. One may get some ideas by visiting 'Can-changing-thoughts-change-a-nation'.
Meanwhile keeping my activities On in this direction and keeping fingers crossed.
Looking forward to your suggestions and tips in the COMMENT-BOX below or a Tweet @Shyam Greets.
Digital technology http://care-is-cure.blogspot.in/2017/01/digital-corporate-yoga.html
Technology in-place, security dis-placed http://care-is-cure.blogspot.com/2013/03/technology-in-place-security-dis-placed.html
What is culture? Just read in Loksatta about one Mr Chitale receiving compensation of Rupees 7250 directly transferred to his bank account y British Airways for wheel of his bag getting damaged in handling. Airlines' response was smooth and speedy he said. Airlines had tried to repair the bag through their supply-chain partner but in vain.
In 1997, I was in NewYork on a group-study-exchange mission organised by Rotary International. While traveling from NewYork to Orlando, inadvertently my bag reached to Chicago. I complained to the airlines office at the airport. They promptly sanctioned 100 Dollars to me against the bills for essentials like overnight clothes, toothpaste, etc. Being around Disneyland I was happy to buy a couple Mickey-Mouse brand clothes at the airport.
Next day morning I got a 'good-morning' call from reception desk saying my bag was already in the hotel lobby safe and sound. Not much trouble for me although the airlines did have an opportunity to eliminate the error in baggage handling.
In a stark contrast to such delightful experiences, in 1981 I had to run from pillar to post knocking doors and windows in vain for a broken bag and its damaged contents due to erroneous handling by Air-India. Since then I avoid flying on it: a customer-quit as they say.
I remember that painful experience even after decades.
What is the learning?
There might be some chance of a person forgetting a good experience but hardly any chance of a customer forgetting bad experience from a supplier.
In case of one airline it was about 'sensitivity' to customer complaint while dealing it with a 'sense-of-urgency'. In case of other airline it was about 'indifference' to customer.
Now a days the sensitivity has acquired some strategy and structure to respond to customer complaints as a part of excellence-journey of companies.
A Structure To Respond To Customer
I had introduced a 2-2-2-2©structure in terms of a model to respond to any stakeholder in general and to customer in particular. It was first introduced in a Cummins group company: Fleetguard Filters Limited Pune.
It was later on institutionalised in Cummins group worldwide.
In the context of a customer complaint, the 2-2-2-2© model might mean 2-Minutes, 2-Hours, 2-Days, 2-Weeks time-bound response to customer for a given level of performance strived for. The response is supposed to eliminate root cause/s of the abnormality within 2-Weeks rather than stopping at first-aid treatment that anyway must be given within 2-Minutes. A powerful review mechanism driven by CEO (with an escalation matrix that an aggrieved customer can access in case of non-compliance) is an integral part of the structured process in order to ensure the timeline and quality of it's compliance.
In the context of various other business situations, the timeline may be different and must evolve. For instance for an emergency/crisis having high impact, it could mean 2-Seconds, 2-Minutes, 2-Hours, 2-Days.
There is an empowerment mechanism built into the structure. Timeline-based visible dimensions as above are the generic ones. Company specific visible dimensions may be some sanction limits such as 100 Dollars compensation or a freedom to handover gift for the hassles or the efforts taken by the customer to complain and so on.
More important are the invisible dimensions that result into the culture reflected in terms of the spirit, the body-language, the humbleness, the humility such as that I had experienced while the airline employees responded to the complaint in making it hassle-free and speedy.
There is tremendous scope and choice for innovations in both in order to delight customer with differentiation. The invisible ones in particular are difficult to emulate. That's where lies the competitive advantage.
If such a structure is implemented effectively, the customer becomes supplier's advocate and it's rewarding in long run as well as in terms of short term sales and numbers. Such an advocate is much more effective than even a highly paid marketing manager.
A prospective customer is likely to believe and act more often if recommendation comes from the horse's mouth: The Word-Of-Mouth!