Tag Archives: training

LEADERSHIP IN AN ORGANIZATION

Standard

Basically a leader should have the ability to impress, influence and
mould his subordinates, followers and others concerned to accept,
follow and implement his thoughts, ideas and proposals. In my
opinion, that situation is best, when we can motivate a person to work
willingly on his own. However, a leader can use different types of methods
including using coercion or giving of various lucrative offers, for obtaining results. But, a good leadership should properly arrange to select, train initially & periodically, ascertain and allocate suitable areas of working, provide reasonable package, perks and motivation, be honest, transparent, balanced and fair in all dealings of salary raise, bonus, training, promotions, posting and managing and make the persons feel that the organization is theirs,
more than that of the leader. This culture is likely to lead to fast and certain success of the organization. Though for obtaining results, for leadership, there are several other factors also, some of which may be in our hands and some beyond. At least we must do our best in the areas where we can.

—–vijaiksharma

Performance in an Organization

Standard

A company runs on profit, which comes from achievement of required performance of all its employees. Overall performance is result of individual work and team work. Being a chain, a weak link anywhere, weakens the whole chain and thus reduces the overall performance. The employee may be appearing to be engaged in his work, but in reality his contribution may not be adequate enough. There may also be some problem(s) in achieving the expected results. Therefore, we should judge employees on the basis of a realistic overall performance appraisal and not on the basis of an incomplete picture, so that the employees will not get unnecessarily penalized. First of all selection procedure should be such that likely underperformers do not get a chance to join the company. Once they are taken in, it is our responsibility to oversee that they perform by training, proper communications, team work, providing resources, leadership, guidance and motivation etc. He must then perform. If he does not perform he should be given 2 chances. Then he should be asked the reasons for poor or non-performance in a proper advisory atmosphere to open up and share his problems. If the organization can help in any way, it should come forward to help him, so that, both will get benefitted. This help should be based on judging his overall traits by a committee of 3 persons. In my opinion, firing the employee is not a solution. We will lose a trained hand. Getting another person and training him will take time and what is the guarantee that he will do better or even equal to the earlier person. But if the person is found to be sabotaging at any time he must be fired straightaway without any mercy.
——vijaiksharma

SALIENT POINTS FOR A SURVEY FOR IMPACT OF TECHNICAL EDUCATION ON UNDERPRIVELEGED STUDENTS

Standard

 

               In the context of fast changing technologies, technical education has assumed tremendous significance. It is through properly phased and course-wise-planned institutionalized technical education, that the expanding & rapidly diversifying need for skilled and technically trained manpower can be met. But from the point of view of social justice, special care is required to be taken of traditionally disadvantaged, ethnically backward and spatially sparingly habited sections of our society.  Aim of this survey is to collect information about the training facilities in ITI’s/Polytechnics/Technical Institutions, their utilization by such students vis-à-vis the others and the extent & causes of under-utilization & remedies there for. It also examines the pattern of implementation of the incentives, extent of benefits & whether these need any modifications. It also considers impact of this training in respect of employment, emoluments, waiting-time, place & nature of work, socio-economic betterment, change of perception etc., besides examining the in-industry training, problems of institutions located in tribal areas etc. There are several unknown points, which can be determined through this survey  e.g. reasons for all reserved seats not getting filled, reasons for the concessions/incentives not being attractive enough or not publicized adequately, remedial measures and instructional facilities required for this group, which is deficient in educational background, reasons for those who leave the education in between and their fate, status of employment and fulfilling of aspirations of the successful ones, position about waiting time  for their getting jobs, their prospects, professionally, academically, socially and  economically, the extent and rate at which the contents of courses, including proportion of theory and practical are revised, information about the names, role/say in shaping of courses etc. of the prospective employers, assessment of problems of social adjustments in hostels & later  in professions.

           Statistically sound representative samples should be taken from each of the sampled institutions i.e. one Principal, 5 instructors and 20 students or more (say 5 from each of the groups) should be randomly selected from within their sub-groups. Also in all 25 ex-trainees should be selected randomly from these institutes, but it should be a fair mix of completeness, repeaters and dropouts. Further to obtain reliable deductions, appropriate analytical techniques should be used to carry out the analysis at 3 levels, namely All India Level with State variations, State Level with district variations and Institutional Level with course/trade variations. This analysis should include male/female dichotomy to the extent possible. Investigators should collect information under the following heads by forming suitable questions, Institutional information, Principals and instructors, students, ex-trainees, Enrolment of students, Bio-data of student and family, Employer’s point of view, Institutional finances, Instructor’s Bio-data, Public person’s perception. Only widely known and easily understood techniques of Statistical analyses should be used. The concepts are percentage, mean, standard deviation and coefficient of variation. The Drop-out-rate (DOR) and Capacity Utilization Percentage (CUP) should be calculated from the basic data for institutions/trades/courses/years etc.

          The important findings from this survey will be about percentages of such students getting stipends, sufficiency of the amounts of stipend both as an attraction and necessity, status of response from faculty members, position  about self-employment, difficulty to locate ex-trainees, status of living conditions and educational facilities for staff in tribal/remote areas, position  of repayment of the amounts received by the trainees, periodic updating of courses, besides reviews and adaptations to local needs, reconsideration of criteria for reservations and incentives, status of social interaction in the hostel, satisfactory working of mess, adequacy of hygienic conditions of hostel accommodations and  status of recreational facilities etc.

______________________________________________________________________________

This blog has been presented and posted by Vijai K Sharma (in short Vijai), after being jointly compiled, as a result of discussions and deliberations between Abha (former Deputy Director of a voluntary organization in Mumbai), Vijai (former Additional G.M. in a large industrial organization) and Prakash (former Ford Foundation Fellow and Smith-Mundt/Fulbright Scholar and former Professor of Econometrics in several Universities including California University, Berkeley).

 

SHARING AND RESOLVING

Standard

   

 There was an organization, to which young educated persons used to be attracted to join, but will  get disillusioned soon after joining, and would then like to leave  for better pastures elsewhere. These could be the competitive examinations, entrepreneurship or going overseas. It appeared that it was like stop-gap arrangement for such persons. But there were several other persons of medium and higher age group, who could not leave and had to serve there only and retire from there. Thus the rate of such persons leaving the organization was high. The organization was also hard put to stress, due to the frequent recruiting procedures, their training and then their leaving arrangements, causing more problems and vacuum than help and assistance from them Apart from this, there was another problem. There was a regular tradition of welcoming a new employee and giving farewell to a retiring, transferring or leaving employee. As a result, there were too many farewell functions for such young persons, leaving the organization.  Besides increasing the organization load, it also increased the expenditure of such functions due to the involvement of expenses for gift, High Tea etc. As these expenses were met by contributions from the existing employees, at one stage, some bickering were also heard in whispering voices.  Then a surprise was created when one  such young person leaving the organization, quietly offered to host the High Tea, thus offsetting some amount from the total budget, which remained mainly for the gift for the outgoing employee. This welcome gesture was appreciated by everyone and then adopted as a regular measure. This was an innovative and creative method of sharing the expenses and resolving, not a problem but strained views or feelings.                                                                                                 

                                                                                                             ———–vijaiksharma

  

 

MANAGEMENT OF EMPLOYEES HAVING LOWER PERFORMANCE

Standard

                                                

Our selection procedure should be such that only those who are expected to perform well get a chance to join the company. Once in, it is our responsibility to oversee that they do perform by preparing them by training, proper communication, team work, providing resources, guidance, motivation and leadership. If he does not perform well, instead of taking a quick summary action he should be given two more chances. The boss should have patience, maintain good relationship with the employee and not spoil the situation any further. We also have to identify the parameters lacking in him like ignorance of the work partly, not having the skills required for the job, not having the desired motivation or some other reasons. The boss should then discuss the matter with the employee concerned in a cordial atmosphere on one to one basis, wherein the employee should be asked to open up and, share his problems and the reasons of poor performance. The boss should allow him to speak out & give him a patient hearing to identify the exact cause(s), for obtaining the remedial action(s) like training, motivating and generating positive attitude etc. The organization should come forward to help him, so that both will get benefitted. He may be counseled and given a chance and time for training to improve skills, during which period he should be monitored, guided and advised. It should also be understood that if the employee does not get results, it is also the failure of the boss. Firing is not a solution. We will lose a trained hand. Getting another person and training him will take time and there is no guarantee that he will do better or even equal to the earlier person. But if he is sabotaging at any point of time he must be fired straightaway, without any mercy.    

                                                                                                                            ——vijaiksharma