Breaking the Glass Ceiling

Do you feel that you’ve gone as far as you can with your current employer? Despite knowing that you have much more potential, is there a limit for “people like you” in your organization? If so, you’ve hit what’s known as the “glass ceiling.” This is the point at which you can clearly see the next level of promotion – yet, despite your best effort, an invisible barrier seems to stop you from proceeding. Traditionally, the glass ceiling was a concept applied to women and some minorities. It was very hard, if not impossible, for them to reach upper management positions. No matter how qualified or experienced, they simply were…

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Employee Retention – Manage your employees stability

I am going to write about the most serious problem that companies are facing these days that is Employee Retention. Attrition causes loss of skills, loss of expertise, drain brain, economic loss and finally it shakes the mindset of existing employees. This instability causes office environment to change rapidly and makes the system unstable. The organizations are continuously working on how to retain employees in dynamic environment. Many experiments have been conducted and trial s have been taken to minimize the attrition rate. Following are few tools and methods used in this era to control the attrition:- 1. Employee Reward Program- You can make a provision of Monthly or Quarterly…

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Talent assessment and segmentation

In the last post(Functional Competency Assessment Form), a method and format was described to find the gap between the present level and required level of competencies and subsequently a lead/lag ratio was calculated. Now the question comes where to use the lead/lag ratio? In this post the ratio will be used to identify and assess the talent and consequently to make  talent pool. This talent pool is a pool of potential candidates which may be considered for promotions in future and for succession planning. Further this exercise has vast applications. it may be used for cross-training, training need identification, multi-skilling, transfers to other departments depending upon the the skills possessed…

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Functional Competency Assessment Form

Now when Functional/Technical competency dictionaries are finalized, it is time to assess the competencies and analyze the lead or lag that exists between the present level of competencies and required level of competencies. To analyze this, an assessment form has been designed which is user friendly and anyone can use it. Its easy to understand. The assessment form is a part of my earlier post where I mentioned the Methodology to assess competencies. There are fields or labels where data can be entered and final lead/lag may be calculated. Finally we have to calculate the (Y/X) ratio which will be used further to take necessary action. As this post is…

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An Eye for Talent

The best managers know how to discover-and get the most out of-the talent within their workgroups by Kenneth A. Tucker Coauthor of Animals, Inc. (Warner Books, 2004) Want to know what talent looks like? Then watch Pablo, a superior customer service representative, in action. Most people get frustrated, nervous, or angry when dealing with an irate customer. But Pablo naturally becomes more caring and thoughtful as a client’s temper escalates. He yearns to soothe people in these tense moments. And Pablo’s associates, manager, and customers rely on him for this quality. Similarly, you can see talent on display when you watch Jane, a front-line supervisor, motivate her staff to overcome…

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Technical/Functional Competency Dictionary for Plant operation

Functional Competency Dictionary The most important part of Competency Mapping is drafting Competency Dictionaries. You have to identify the departments and positions and accordingly club them into below mentioned categories as I have mentioned in other posts. Dictionaries should be drafted with complete information and after accumulating all facts and data.  Please read post on Functional Competency Mapping before drafting dictionaries. FOR PLANT (OPERATION) CAREER STAGE MANAGE SELF MANAGE OTHERS MANAGE MANAGER COMPETENCY AREA DESCRIPTION DESCRIPTION DESCRIPTION TECHNICAL KNOWLEDGE Technical knowledge and working process of equipments like Ignition Furnace, Circular Cooler, Mixing & Nodulizing Drum, Double Roll Crusher, Screens, ESP’s, Weigh feeders, Fans, Bag Filter System, Grease Lubrication System  and…

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Employee Information Form(EIF)

For Competency Mapping Demographics and Assignments Form                                  Year:  2010 – 2011 Name Department Designation E Code Grade Grade w.e.f. Date of Joining Date of Birth Qualification Appraiser’s Name Designation HOD Name Designation Work Experience (Total experience including other companies & in present organization starting from beginning): Name of the company Period  & Designation Key areas of responsibility Key Training Courses/Seminars attended since 2006 (if available) Year Training Programme Attended (Name of training programme attended) External / Internal (Specify type of programme) Special Assignments & Skills Acquired (Attach separate sheet if needed): Has the employee been given special assignments in the last 2–3 years (since April 2006)? Special assignments would mean;…

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