Sunday, December 21, 2014

12 Steps To Take Before You Lose Your HR Job

21 Dec 2014, Singapore: Received this interesting article from Mr. Alan Collins - I think every HR professional should know and be prepared.

-- By Alan Collins --

About to lose your HR job? Welcome to the group. Thousands of HR folks have been laid off in the last year.

Even though there have been positive strides in our economy, even more of our HR colleagues may lose their jobs before the year is officially over.

In fact, if you’ve ever seen the classic movie, Up In The Air (with George Clooney &  Anna Kendrick pictured above), you were brutally reminded of one indisputable fact… When the ax falls, most people are caught completely by surprise…are NOT PREPARED!



There’s an important message in this movie for HR professionals:  if YOU are getting downsized or fired from your own HR job, chances are you WON’T know about it beforehand.

You will not be warned. You won’t know about it until happens…even if you’re in charge of all company layoffs yourself.

Sure you can pick up on little clues.  If you don’t know what clues to look for, you can find them HERE. But whether there are clues or not, you do NOT want to be caught without a game plan.

So, with that in mind, here are 12 steps to follow if you think you’re about to get let go…

Step 1:   Accept that your HR job may not be safe.
Face reality.  Get your head around the fact that no matter what your position is in the company, nobody is indispensable.  But don’t space out.  If your leadership team has not yet selected who will be whacked, you want to improve your odds of being the one retained.  So stay calm, keep your head down and continue to focus on your job.

However, also prepare for the worst. If you’re not selected to be let go, that’s great. But if you are, you’ll minimize the bad feelings and gain greater control over your destiny if you start preparing in advance.

Step 2:  Start discreetly reaching out to your network.
Outplacement experts rightfully preach that networking is the best way to find another job.   So get a head start.  Use the time wisely while you still have your job.  Start very discreetly checking in with your colleagues, vendors, clients, co-workers who are now at other companies.

Set up breakfast and lunch meetings with as many of these folks as possible.  Your only objective at this point is to re-connect and line up these relationships so that you’ll feel more comfortable calling on these people for assistance later on should the ax fall on you.  Hopefully, you will have kept these relationships current…the worst time to start networking from scratch is when you need a job.

Step 3:  Prepare your spouse or significant other.
As tough as it may be to discuss your fears, you need to lay it on the line with your partner about your current job situation.  Trying to protect her him/her from possible bad news, while admirable, may well backfire if your partner feels that you have intentionally kept him/her in the dark.  If there are kids involved, talk about if, when and how you’ll break the news to them.  You’ll find suggestions here.

Step 4:  Investigate your company’s severance policy.
Being in HR, you know that most companies don’t disclose or publish any printed information on severance policies.  But most use a formula based on your level in the organization and your years of service.  Others just wing it as they go along.

So, finding out what you will be paid upon termination can require some digging.  Your best source of information will be other employees who have been recently laid off. As you gather information, it’s important to not only find out the amount of severance you can reasonably expect, but also:
  • Does the company make lump-sum severance payments or continue employees on payroll? Will your severance payments stop if you find another job?
  • Will they extend your insurance benefits?
  • Do they provide outplacement assistance?
  • Do they offer alternatives to severance? Some companies have recently started to offer employees leave of absence packages as an alternative to termination.


Step 5:  Begin taking possession of your personal belongings, personal files and e-mail addresses.
If you are let go, you could be escorted out on the spot and denied the opportunity to go back to your office and clean out your personal stuff.  Since there may be a question as to what belongs to you and what belongs to the company, now is the time to sort through your personal files and take them home. Just be careful not to remove anything that could be deemed to be company property or proprietary in nature.

Since your network is the key to a successful job search, you’ll want to be sure that you’ve got all the telephone numbers, e-mail, and address information of your valued contacts inside the company for future reference

If this information is maintained on company-owned equipment (such as a PC or PDA) copy those files on a CD and take it home.  Or copy all pertinent data to your home e-mail account.

TIP: Be subtle in your packing activities – you don’t want to create the impression that you’re expecting to be laid off. Although the company may not allow you back in your office after being dismissed, they will return your personal belongings so don’t feel the need to take down personal photos quite yet. But, consider removing anything you consider personal or valuable in a non-obvious manner.

Step 6:  Update your resume.
You should always have an up-to-date resume on your hard drive.  You never know when a perfect job opportunity might surface.  So don’t let an outdated resume prevent you from reacting to new opportunities in a timely manner.

Step 7:  Re-establish ties with executive recruiters.
If you’ve successfully worked with recruiters in the past, give them a call to touch base.  Send them your updated resume and a brief cover letter.

Step 8:  Use websites to help you explore HR job opportunities and produce job leads.
There are a growing number of websites that can produce job leads for you.  You input the specifications of your desired job – the job search agent will check all the jobs posted in its database and then periodically send you e-mails with postings that match your profile.  Here is a list of job search websites you can use.

Step 9:  Investigate job opportunities elsewhere within your company.
In some large companies, one division can be laying people off, while another division thrives and is hiring. If you have skills that might be attractive to other departments or divisions, look into options for transfer.

Step 10:  Hold off on long-term financial commitments.
If you have financial concerns, for now, it goes without saying that you should put off buying that new home, undertaking a major remodeling or purchasing that new car.  The last thing you need right now is to be hampered with new monthly payment obligations.

Step 11:  Pay off credit card debt.
With credit card interest rates, the cost of maintaining a monthly credit balance can be staggering. If it’s not possible to totally eliminate the debt quickly, investigate ways to consolidate the payments on a card with a lower interest rate.

Creatively increase your savings account.  Certain bills such as auto insurance, health clubs, etc. can often be paid in either a lump sum or installment payments. If you normally pay them on an annual basis, this may be a good time to look into monthly or quarterly payments instead. Surprisingly, the borrowing cost on these installment plans can be quite low, providing you with the option of maintaining a higher cushion in your savings account during this critical time period.

Step 12:  Use your employee benefits, before you lose them.
In the event of a job loss, your job benefits will most likely be eliminated. While you will be given the opportunity to extend your health coverage through COBRA, now is the time to maximize your other benefits.

Personal Days:   If you need to take time away from the job, save your vacation days by depleting your personal days first. After termination, you’re normally entitled to receive pay for accrued vacation time, while payment for unused personal days or holidays is rare.
Vision Benefits: If you’re entitled to a vision care plan, schedule your family’s eye exams and purchase of glasses/contact lenses immediately.

Max out your Medical Flexible Spending Account: If you are fortunate enough to participate in a section 125-reimbursement account, you can claim all eligible expenses (prescription drug costs, eye care, unreimbursed medical deductibles, etc.) incurred through your date of termination, even if you have not yet fully contributed to the plan. So, do what you can now to maximize those reimbursable expenses – schedule check-ups, order all needed meds, and get your family in tip-top medical shape at an unbeatable price!

Dependent Care: If your child is enrolled in a company-sponsored childcare program, you should investigate the company’s policy regarding your right to continue participating in that program following your termination. If that is not an option, begin to collect data on suitable childcare services in your area.


Other benefits: Is your company affiliated with a work-life service that provides helpful information about eldercare, referrals to summer camps, or daycare providers?  How about the little perks – like membership at Sam’s Club? Take advantage of these services while you are still eligible.


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Thursday, November 27, 2014

Trends in HR Technology .... 2015

27 November 2014, Singapore: Click the hyperlink if you are interested in the trend of today's HR Technology ...

Thursday, November 13, 2014

HR Recruitment Process: Background Checks in Check

13 November 2014, Singapore: Interesting article about "Background Checks in Check"





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HR Practical Lesson: Using Statistic to Support Argument ...

13 Nov 2014, Singapore: I came across this article via a Facebook friend of mine. I am not supporting the writer but I have to admit that he is good in using the statistics on Singapore to support his argument.

The objective of this article is to share with HR professional that we should learn from the author and make our justification in a structured manner.




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Saturday, October 4, 2014

Lazy HR Professional Series: Why Do Continuous Improvement Fail?

04 October 2014, Singapore: I will keep it short and simple - thanks to Torben Rick for sharing the 12 reasons why continuous improvement fail.




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Monday, September 29, 2014

Lazy HR Professional Series: Free "Mercer" Compensation & Benefits Apps

29 September 2014, Singapore: If you are interested in regional compensation and benefits information, you should download and install the Mercer Compensation & Benefits apps (aka Mercer CBPAW) from Google Play.com

It provide basic information on most countries C&B statutory requirements and market practices.

Click the hyperlink: Mercer CBPAW


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Sunday, September 14, 2014

Lazy HR Professional Series: Talent Management Practices Wheel

14 September 2014, Singapore: I used this talent management model to share with my manufacturing management team as it provide a visible and logic diagram of how my HR Dept action items and strategic actions are supporting the new manufacturing production model.

Click the hyperlink for the source: http://sloanreview.mit.edu




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Tuesday, August 26, 2014

Lazy HR Professional Series: Local Plus: Gaining Popular Among European Organization

26 August 2014, Singapore: Based on my observation in the last 5 years, the concept of local plus is gaining popular among European MNC. I like to keep it short & direct - click the hyperlink. 

What is 'local plus'?
Click the hyperlink http://www.eca-international.com - articles about local plus

Figures & Facts about 'Local Plus' from Mercer
Click the hyperlink http://mthink.mercer.com - graphic info about local plus
(Source from Mercer)

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Friday, August 15, 2014

The Power of Social Media: Look Up

15 August 2014, Singapore: Today, one of my Germany colleague manager shared with me this Youtube video ... entitled 'Look-Up'. It is a very beautiful video about how the smart phone technology is making us our less human and less friends ... From a HR perspective ... how do we start engage our workforce to be more human! 

Click the hyperlink: "Look Up"


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Saturday, August 9, 2014

Three Reasons Performance Management will Change ....

09 August 2014, Singapore: This is an article worth reading. It is written by Sylvia Vorhauser-Smith. It is not my usual "short & sweet" but a bit lengthy. Happy reading!

Click the hyperlink if you want to read it from the source: 3 Reason Performance Management will Change in 2013


Three Reasons Performance Management will Change in 2013
By Sylvia Vorhauser-Smith

Is there any organizational practice more broken than performance management? Not if you concur with Marc Effron & Miriam Ort who state “perhaps no talent management process is more important or more reviled than performance management.” In fact, it draws universal agreement on several fronts:

  • everyone hates it – employees and managers alike
  • nobody does it well – it’s a skill that seemingly fails to be acquired despite exhaustive training efforts, and
  • it fails the test of construct validity – it doesn't do what it was designed to do, i.e. increase performance


Traditional performance management programs have become organization wallpaper. They exist in the background with little or no expectations for impact. Yet despite its poor popularity, the concept of performance (at an individual and organizational level) is critical to business success. It can’t just be ignored.

Why is it so broken?

In a large survey conducted by WorldatWork, 58% of organizations rated their performance management systems as “C Grade or below.” That gets a giggle. The performance management process itself gets subjected to its own methods of setting criteria and rating performance against them – and fails.

I believe there are three reasons almost all current performance management systems are broken:

  1. People have changed
  2. Technology has changed
  3. People’s relationship with their technology has changed


Repairing the damage?  In order to compete in today’s market, companies must move to adopt a much more agile performance management approach.

People HAVE CHANGED

Employee expectations have changed. It’s not just Gen Y – employees everywhere and of every generation expect more. More involvement, more accountability, and more transparency. When it comes to managing their performance, employees have shifted from being passive recipients to active agents. Not satisfied with a one-way download of performance feedback, employees want to participate in the performance data collection process. And they liken the ‘annual event’ of a performance review to arriving at the pearly gates on Judgment Day.

Managers have changed too. Command and control is no longer cutting it – managers are expected to guide and coach, provide balanced constructive feedback and inspire, rather than enforce, performance.

Add to that what science is now telling us about what really drives human motivation. Like, goal pursuit motivates performance much more than goal achievement, peak performance is best achieved in states of flow, and multi-tasking only dilutes performance on all tasks undertaken concurrently.

Key Changes for High Performance?

Paradigm shift. What used to work no longer does. Managers need to:

1) be real – communicate openly and often.
2) set stretch goals and inspire individuals to work to their potential.
3)  get out of the way – trust their teams and empower employees with accountability.

Technology HAS CHANGED

We’re reaching a tipping point for technology in the talent management arena. It began with simple automation: take the paper processes and put them on a computer. Fine, but that left us with so many spreadsheets, Word templates, proprietary systems and disconnected point solutions that we were drowning in complexity and data overload. It also highlighted that many of the processes we were automating actually needed to be revised, simplified or eliminated altogether.

Baffled by the complexity we created, focus in recent years has been on process simplification, user-friendliness and redirecting attention to what actually matters. A good step forward, but we still suffer from too much data, too little meaningful information.

The “big data & analytics movement” has now really raised the bar – not just in terms of what data can be gathered, aggregated and analyzed but also how it is filtered and presented to audiences to provide immediate management insights. Activity lists are being replaced by composite dashboards, lengthy reports by simple performance heat maps – yes, pictures, literally replacing thousands of words.

Key Change for High Performance?

A shift in focus from process to outcomes. Burn the forms. With technology finally up to the task of producing meaningful information, managers can turn their attention to driving performance outcomes rather than being bogged down in laborious processes.

The relationship between people and their technology

On demand. Ubiquitous. Better, faster, cheaper.

It’s really not so long ago that your only likely encounter with a computer was when you went to work, laptops were expensive and rare, and mobile devices were pagers and Walkmans. Today, can you even imagine getting past 10:00 a.m. without having accessed a myriad of your online applications? We work online, shop online, socialize online, we are connected 24/7 – online.

Enterprise technologies are not far behind. Perhaps you are still in a workplace that restricts or bans social media, but they are in decline. Perhaps your organization refuses cloud-based applications for privacy or security reasons, but they are in decline. The fact is: organizations that try to block out the world simply ostracize themselves. And they are in decline.

Key Change for High Performance?


An agile, social and mobile work environment. You will set dynamic goals and adjust them in response to change; your manager will provide just-in-time coaching wherever you are; skills and knowledge you need will be recommended and streamed to you; your performance journal will continuously capture and cluster feedback, ideas and suggestions from your peers and customers; your formal annual performance review will be permanently deleted from your calendar…and you will finally be in a position to manage your own career.

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Lazy HR Professional Series: Performance Management System / Appraisal / Processes

09 August 2014, Singapore: Another research on the various articles on 'Performance Management', not limiting to system but other topics like checklist, processes, concept, etc. 

Just click the hyperlink:









(source: http://www.cdc.gov/stltpublichealth/performance/Definitions.html)

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Friday, August 8, 2014

Lazy HR Professional Series: Succession Planning Process

08 August 2014, Singapore: If you are looking for some reference material to draft your organization succession planning and just for your Master's course assignment - just click the hyperlink: -







I hope the above resources will be helpful to your work ... or just for the fun of reading ... KNOWLEDGE IS POWER


(source: https://www.opm.gov)


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The Dangers Of Complacent Leadership

08 August 2014, Singapore: Yesterday, one of my colleagues reminded me that I have not been posting articles at my HR blog since May. I guess it is a good time to share this article, it is a reminder to potential HR Leaders and myself on "The Dangers of Complacent Leadership" by Glenn Llopis.

Click the hyperlink for the source:

Glenn Llopis
The Dangers Of Complacent Leadership

It’s easy for MARKET leaders to grow complacent when they feel  the alternative is to take two steps back before taking one step forward in  an effort to find their footing in today’s changing terrain. As a result, larger corporations in particular become more vulnerable to competitive pressures because they lose strategic focus and don’t see the opportunities their emerging competitors are seeing and seizing.

Changing times require a change in one’s LEADERSHIP STYLE and approach. Here are a few early warning signs to avoid the dangers of complacent leadership.

1.  Fear Settles In

When leaders begin to fear what is required to move the company’s agenda forward – this is cause for concern.  For example, many leaders don’t want to manage through the political and/or employee dynamics that are associated with changing times for fear of being left exposed and placed in a vulnerable position.

While many leaders may not admit to being fearful, it is becoming more common as the MARKET becomes more uncertain.  As a leader, uncertainty must become your best friend and you must tackle it head on by anticipating the unexpected and taking action to solve for what lies ahead rather than waiting for others to determine your fate.  Adversity can make or break you, but it primarily reveals you. Fear is a by-product of not always knowing what the consequences of your actions will be in a changing marketplace.

The more complacent you are as a leader, the more unpredictable the environment becomes and your ability to control and lead  in it.

2.  Attention to DETAIL Fades

When the pressures mount, details fade.  This is an early warning SIGN that complacency is kicking in.  Managing the DETAILS is critical to maintaining your focus and keeping your eyes locked-in on the moving parts around you.

You can see the lack of attention to detail in meetings and in a leader’s preparation – or lack thereof.  When leaders cut corners, quality erodes.  If they don’t know how to manage speed in execution, their good intentions can spiral out of control and they can potentially create negative consequences for the team and organization they serve.

The devil is in the DETAILS.  Don’t allow them to escape by becoming a complacent leader.

3.  Tension Unknowingly Begins to Mount

When leaders grow fearful of becoming exposed and begin to lose the required attention to detail to effectively perform, they begin to unknowingly create tension with others. When this happens, leaders lose executive presence, and become disruptive and restless from the mounting demands of their growing complacency – which begins to reverberate throughout the rest of the team and amongst their colleagues.

Leaders are always in the spotlight and collectively everyone is WATCHING everything they say and do. Don’t allow complacency to disrupt your momentum.

4.  Reactive Thinking

Leaders are expected to be proactive and timely with their decisions, their outlook for the business, and the potential of their people.  When leaders are complacent, they become slower, less decisive, they begin to accumulate bad habits and the lens with which they see through gets blurry and full of blind spots. As such, over the COURSE of time they become reactive rather than proactive to the opportunities that are right in front of them.

Complacency can cloud a leader’s thinking – making it more likely for them to miss a potential OPPORTUNITY

5.  Stop Leading

Complacency can reach a point where a leader begins to follow more than lead.  Over time, complacent leaders begin to play it too safe — losing respect, trust and loyalty from their employees as well as other leaders in the organization.  When this happens, they begin to lose confidence in their own abilities, trust in themselves and in others.  This behavioral shift makes them feel too vulnerable to lead and more COMFORTABLE following.

Complacency can mark the end of a leader’s reign when people stop valuing and respecting their authority.

Leadership expert Warren Bennis, who passed away last week and wrote one of the most popular BOOKS on leadership, “On Becoming a Leader,” was well ahead of his time when it came to not giving in to the dangers of becoming a complacent leader. These are the types of leaders who “get companies stuck in outmoded ways of doing things while the world changed around them,” he said, according to his obituary in the LA Times, 8/3/2014.


Looking at things from this point of view, complacency makes you more of a manager than a leader. And as he often said: “The manager does things right and has their eye on the bottom line; the leader does the right thing and has their eye on the horizon.”

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Wednesday, May 7, 2014

It's Time to Redesign HR by Josh Bersin

06 May 2014, Singapore: This article caught my attention - click the hyperlink




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Friday, April 25, 2014

What’s the Difference Between Mentoring and Coaching?

25 April 2014, Singapore: I would like to share this article from one of my LinkedIn forum 'Talent Management'. The article was written by Tessa Hilson-GreenerInterim HRD, Executive Education Consultant

***************
Mentoring and coaching are not the same. What contributes to the confusion of the difference between the two is that a coach and mentor often perform their work using similar skills sets, such as strong interpersonal and communication skills. 


Effective mentors (as well as effective supervisors, managers, and executives - leaders of all kinds) also use effective coaching skills. Mentors usually reside within the same organization as the person being mentored. Coaches, on the other hand, are more often than not external to the organization, however, there are some internal coaches when the company is forward thinking in developing a culture of self development utilising a coaching philosophy. 

Mentoring is a learning relationship between two people. It requires trust, commitment and emotional engagement. It involves listening, questioning, challenge and support. It has a definite time scale. It is concerned with implications beyond task and It focuses on skills and performance and the agenda is set by learner. 

Some Benefits: 
  • Support in transitions 
  • Providing a sounding board and feedback 
  • Expanded Personal and business network and additional learning resources 
  • Experience of another persons career journey, culture, status and gender 
  • A safe space to sound out ideas and gain support 
  • Access to information about how the organisation works 
  • A source of stretch and challenge 
  • Can bring individuals closer together by sharing knowledge, skills and experiences so that all parties learn from others to build a new approach 
  • Make the most of work-related opportunities to learn from real situations 

Coaching is a structured interaction between two people who are in a trusting and honest relationship. Coaching focuses on capability and potential. The agenda is set by or with the coach It typically addresses short-term needs. Coaching is not training because it is centred on the coachee finding their own answers with a professional guide. Coaching is results-orientated following a process that enables the participants to find constructive solutions in a productive time-frame. Coaching is a practical, confidential and forward looking activity that enables the individuals to explore their ideas with a qualified professional to achieve outstanding results. 

Some Benefits: 
  • Learn from those you know and trust 
  • Take it at your own pace and form a one-to-one relationship 
  • Have input over what and how you learn related to the agenda 
  • Develop the skills needed for the present job as well as future jobs 
  • Find an outlet to express ideas and concerns and then define clear actions 
  • Transfer the learning to new situations in a set time-frame 
  • Receive structured development from a trained manager or coach 
  • Promote a climate of continuous learning, support and ownership 
  • Make the most of work-related opportunities to learn from real situations 
  • Reduce time spent away from work while attending courses or workshops 
  • Aid the transfer of learning to the work situation 
  • Provide cost-effective ways of developing people in a more customized way 
  • Ensure high quality management advice and support is consistent 

When to implement mentoring and coaching? They both should be part of an overall learning strategy as both are valuable in encouraging self development and when managed effectively have a valuable impact on performance capability and a positive impact on the overall self development of people.

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Sunday, April 13, 2014

Is Handwriting Analysis a Dying Skills?

13 April 2014 - Singapore: Today, I went to the local community library and saw a handwriting analysis book by Marc Seifer, PhD. I flip a few pages and straight away I took it to the 'load machine' to record it under my name.

Recalling back, each time I share my knowledge about 'handwriting analysis' or 'graphology' - the first usual respond I got is .... "Mr. Liew ... now days people type more, do you think handwriting analysis is still relevant?"

I was introduced to handwriting analysis back in the mid 1990s - a headhunter from TOA shared her knowledge with and gave me a quick interpretation of my handwriting ... it was accurate about my personality. Later, another headhunter from HRnet One, shared with me that he use handwriting analysis to analyse the personality profile of his candidates. This really got me hooked to handwriting analysis but during the 90s, there wasn't any reading material on handwriting analysis. 

My break came when my French boss asked me to select a training that will help me in my daily HR tasks ... the rest was history ... the 2 days course on handwriting analysis cost my company RM1750 and this is in the mid 1990s. It was very expensive to invest on a young HR Officer like me. During the course ... my course-mates were from the Singapore & Malaysia police force, and the petroleum companies e.g., Petronas, LNG, SHELL, etc.

To keep it short - I just wanted to share some of the reading material available and hope the HR professional from the "Gen Y" age group  will consider picking up the skills.





Click the hyperlink:



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Saturday, April 5, 2014

BBC. com: Resume or CV? A Global Guide

05 April 2014, Singapore: Came across this article via LinkedIn. It is an interesting reading ... Great if you are a HR professional ... at least you will be able to explain "Resume" and "CV".

Click the hyperlink: 
BBC.com : Resume or CV! A Global Guide

Note: Do remember to click the pictures as it is linked the other section of the article. Happy reading ... knowledge is power!

Summary: In USA ... they call it resume ... keep it short by elaborate!! In Europe and Latin America ... they call it CV


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Saturday, January 25, 2014

Oxford Group: Why do Conversations Matter?

25 January 2014, Singapore: Received from my LinkedIn contact. The one page article talk about why having a conversation with people is important. It lead to trust and engagement. Click the hyperlink.



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Thursday, January 23, 2014

Talentsmart: Why Successful People Never Bring Smartphones into Meetings

23 January 2014, Singapore: New insight for people who love to carry their smart-phone into meetings. Click the hyperlink for details.



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Hay Group Whitepaper: Stop Your Best People from Walking

23 January 2014, Singapore: No harm reading the whitepaper. You might be asked to focus on talent retention after the 2013 bonus payout. Click the hyperlink.



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Wednesday, January 22, 2014

Infographic: Contingent Labor (Based on US Labor Information)

22 January 2014, Singapore: I always believe a picture paint a thousand words ... I am beginning to appreciate "infographics" way of presentation. Straight to the point! The information will provide some trends on contingent labor. I believe Singapore labor market is heading towards a 'contingent' approach ... even at senior management level position.

Click the picture to enlarge it or just click the hyperlink:



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Tuesday, January 21, 2014

Organizational Development: Creating Positive Organization

21 January 2014, Singapore: An interesting article about introducing changes to our organization culture or practices. Is the senior leadership interested to create a "positive organization"? For company productivity and enhancing the employee engagement program?

Click the hyperlink:




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