Tuesday, August 20, 2013

Moral Leadership

20 August 2013, Singapore: The past one week, I keep hearing 'Moral Leadership'. My colleague shared with me that as you go higher the corporate life, moral become an important factor when you made decision that affect people lives. Listed below are just some of the references I extracted ....

What is Moral Leadership?

Moral leadership is leading in a manner that includes the responsibility for ensuring standards of moral and ethical conduct.


Key Points of Moral Leaderships.
  • Leading in a manner that respects the rights and dignity of others.
  • Leaders also hold the responsibility for ensuring standards of moral and ethical conduct.
  • Leaders can influences their followers / subordinate’s attitude and values - a moral leader will stimulate a moral influence.
  • Leaders make known their values and ethics and preach them in their leadership styles and actions.



Monday, August 19, 2013

Organizational Diagnostic Model - Weisbord’s Six-Box Model (1976)

19 August 2013, Singapore: Weisbord (1974) proposes six broad categories in his model, these categories included (1) purposes, (2) structures, (3) relationships, (4) leadership, (5) rewards, and (6)helpful mechanisms.

(source: Leadersphere, Inc. (2008), Organizational Diagnostic Models) 


Weisbord refer and defined them as follow  ...
  1. Purposes of an organization are the organization’s mission and goals.
  2. Structure as the way in which the organization is organized e.g., by function; or by product, program; or project.
  3. Relationships is the ways in which people and units interact. It also included in the way in which people interact with technology in their work.
  4. Rewards are the intrinsic and extrinsic rewards people associate with their work.
  5. Leadership refers to typical leadership tasks, including the balance between the other categories.
  6. Helping mechanisms are the planning, controlling, budgeting, and information systems that serve to meet organizational goals. 

Listed below are samples of some of the questions he poses are as follows:
  • Purposes: Do organizational members agree with and support the organization’s mission and goals?
  • Structure: Is there a fit between the purpose and the internal structure
  • of the organization?
  • Relationships: What type of relations exist between individuals, between departments, and between individuals and the nature of their jobs? Is their interdependence? What is the quality of relations? What are the modes of conflict?
  • Rewards: What does the organization formally reward, and for what do organizational members feel they are rewarded and punished? What does the organization need to do to fit with the environment?
  • Leadership: Do leaders define purposes? Do they embody purposes in their programs? What is the normative style of leadership?
  • Helpful Mechanisms: Do these mechanisms help or hinder the accomplishment of organizational objectives?


Thursday, August 15, 2013

Introduction to Organization Development (OD)


15 August 2013, Singapore: On August 08, I decided to join the famous OD Network, USA - for the next 30 days I need to bush-up my OD knowledge. I was able to access their online OD articles. Noted that their OD definitions were less academic and very applicable to my current project.
 
What is Organization Development?
Moving away from the classical definition, some of the leaders in OD Network defined it as:
 
"OD is a field directed at interventions in the processes of human systems (formal and informal groups, organizations, communities, and societies) in order to increase their effectiveness and health using a variety of disciplines, principally applied behavioral sciences. OD requires practitioners to be conscious about the values guiding their practice and focuses on achieving its results through people."
Arnold Minors, Toronto, Canada
 
"Organization Development is a body of knowledge and practice that enhances organizational performance and individual development, viewing the organization as a complex system of systems that exist within a larger system, each of which has its own attributes and degrees of alignment. OD interventions in these systems are inclusive methodologies and approaches to strategic planning, organization design, leadership development, change management, performance management, coaching, diversity, and work/life balance."
Matt Minahan, Silver Spring, Maryland
 
Dr. Binghay in his lecture notes, stated the following ...
Nature of Organization Development
  • Is a planned, organization-wide effort to increase organization’s effectiveness & viability
  • A response to change
  • A complex organizational strategy to change the beliefs, attitudes, values, & structure of organization
  • A change process designed to bring about a particular kind of end result
  • Can involve interventions in the organizations processes
  • Uses behavioural science as well as organizational reflection, system improvement, planning, and self analysis
Organization Development is aimed at:
  • Enhancing congruence among organization structure, process, strategy, people, & culture
  • Developing new & creative organizational solutions
  • Developing the organization’s self-renewing capacity
Emergence of OD
  • The need for organizational reforms
  • The focus on cultural change
  • The increase in social awareness
Reason for Undergoing OD
  • The need for organizational reforms
  • The focus on cultural change
  • The increase in social awareness
OD Values
  • Respect for People
  • Trust & Support
  • Power Equalization
  • Confrontation
  • Participation
 

Organization Development (OD): Definitions and Five Stems of OD Practice

15 August 2013, Singapore: I notice organizations in Singapore and Malaysia are looking for HR managers / director with competency in Organization Development (OD). In this article, I would like to share the various definition of OD and the five (5) stems of OD practice between the 1950s until present day.

Definitions:

OD is a planned process of change in an organization’s culture through the utilization of behavioural science technology, research, and theory... [Warner Burke, 2004]


OD refers to a long-range effort to improve an organization’s problem-solving capabilities and its ability to cope with changes in its external environment with the help of external or internal behavioural-scientist consultants... [Wendell French, 1984]


OD is an effort (i) planned, (ii) organization-wide, and (iii) managed from the top, to (iv) increase organization effectiveness and health through (v) planned interventions in the organization’s “processes” using behavioural science knowledge... [Richard Beckhard , 1969] 

OD is a system-wide process of data collection, diagnosis, action planning, intervention, and evaluation aimed at: (1) enhancing congruence between organizational structure, process, strategy, people, and culture; (2) developing new and creative organizational solutions; and (3) developing the organization’s self-renewing capacity. It occurs through collaboration of organizational members working with a change agent using behavioural science theory, research, and technology... [Michael Beer, 1987]

OD is a system-wide application and transfer of behavioural science knowledge to the planned development, improvement, and reinforcement of the strategies, structures, and processes that lead to organization effectiveness... [Thomas Cummings & Christopher Worley , 2008]
 

 [Source: Cummings & Worly, 2005]
 

 

Saturday, July 20, 2013

The Concept of Gamification in the Context of HRM

20 July 2013, Singapore: For the last few months, I came across the word "Gamification" in www.cousera.com It didn't cross my mind until I came across this blog "cool insights" by Walter Lim.
 
My only tips to you on this article is "How do you distinguish between work and play?" Great concept! Click the link to read the article ... you will like the way the article compare Work vs Game

Assessment Process for Retrenchment Exercise?

20 July 2013, Singapore: One of the tasks that HR professions dislike most is executing a retrenchment exercise. Other similar terminology: Layoff; Job redundancy; Involuntary separation program (ISP); Voluntary separation program (VSP); Voluntary separation scheme (VSS); Involuntary separation scheme (ISS); RIF (reduction in full-time-headcount).
Sometimes working with a large MNC or Global organization, at site level / business unit level, you have not control on the decision made by corporate leadership. It is all about numbers. This article is not about criticizing the decision making process but to share with you what to do when it happen.
In some countries, the employment law requires the following practices e.g., last in first out, evidence of company poor performance, negotiate with unions (if it is a unionism environment), evidence alternative has been implement before conducting retrenchment, etc.)
If you are being asked to perform an ISP / ISS – it is always wise to do your homework and consult an approved legal consul by your corporate. In Singapore, the Ministry of Manpower (MOM) has a dedicated section in their website on retrenchment. You can click the link:
In addition to the employment law, internally the company needs to develop an ‘assessment’ tool to determine who get shortlisted for the retrenchment package. One organization I know, adopted the following assessment tool with 5 factors: -
  • Achieves Results 
  • Criticality of Skills
  • Qualifications
  • Business Orientation
  • Interpersonal Skills
The assessment can be a 5 scale ranking, see below: -
  • 5 = Role Model
  • 4 = Exceeded Expectation
  • 3 = Meet requirement
  • 2 = Need to improve
  • 1 = Unsatisfactory / Poor
The main advantages of having an ‘assessment’ process in place during a retrenchment is that: -
  • It makes the selection decision more objective, fair & consistent process to assess strongest & weakest contributors.
  • It helps management in making the decision in selecting candidates for retrenchment.
One of the disadvantages of this assessment process is people selected will be viewed and discriminated as non-performance.

Sunday, June 23, 2013

Annoucement: Up-date about 'Free' Online Courses Website ... improvement done!

23-Jun-2013: With the Haze going over 400 psi and Singapore authority advising the populations to stay in-door, I kept myself busy by browsing the Internet ... looking for online course to keep myself occupy.
 
I have notice that there are a lot of additional courses and improvement on the following online website: -
 
  • edX courses (website: https://www.edx.org/ ) : One year plus ago, when I visited edX website, their courses were limited to 'engineering' or 'future techno' but today there is more non-engineering free courses like e.g., Age of Globalization ... a 15 weeks course program. The best part now is they are issuing edX certificate of mastery.


  • Coursera courses (website: https://www.coursera.org/ ) : Noted Coursera has improved their website 'course search' ... more user friendly and some of the courses do state that they will issue 'Statement of Accomplishment' signed by the course instructor / professor. I also noted Cousera has increase it pool of universities/ education partners. [Do take note that one of Cousera signature course is 'Introduction to Operations Management']

  
The above are free online courses provided by 'branded' University ... listed is MIT Open Coursware they provide free online course content ... but I must admit ... it is a great website for teaching material!
 
 

Monday, May 6, 2013

Wellness: Stress and Poor Food Intake Can Lead to Liver Problem

06 May 2013, Singapore - As Malaysian were casting their votes, I was discharge from Hospital. I was admitted to hospital after having fever for six (6) days. Initially, my Doctor (GP) diagnosed me for sore throat ... after 4 days, I recovered from my sore throat but was still having high fever at night, giddy and tiredness.

So what do doctor mean when they mentioned "fatty liver" ... I am no expert but the link below will help you better about fatty liver ... just want to state that I don't drink alcohol and eat seafood, I still develop fatty liver "why" ... may due to fast food, lack of sleep, too many canned food or process food, salty food, etc. "Yes" ... that is how my fatty liver develop.

Fatty Liver Disease

Fatty liver on the rise in young Singaporeans

So once your doctor label your liver as 'fatty liver' ... what you do ... go jogging, go for more Taekwondo class, swim more lap and hit the gym ... wrong move that what I did ... very wrong move! You need to control your diet ... here are some links

14 Foods That Cleanse the Liver

Foods That Are Bad for Your Liver

5 Foods Toxic to the Liver, Plus 5 Great Raw Foods for Liver Detox : Exclusive Renegade Health Article

I guess next time if you dream of the corporate life ... it is essential for you as company executive to know how to manage your health as you go higher ... either the stress or the poor intake of food will KILL YOU!!

Wednesday, May 1, 2013

Introduction to Singapore Industrial Relations

Came across this old article .... just want to share and have it in my blog ... don't who is the original writer ...
 
Industrial relations in Singapore reflected the symbiotic relationship between the labor movement and the dominant political party, the People's Action Party (PAP), a relationship rooted in a political history of confrontation that evolved into consensus building. Trade unions were a principal instrument in the anticolonial struggle used by both the democratic socialist PAP and the communists with whom they cooperated uneasily. In 1961 the Singapore Trade Union Congress split into the left-wing Singapore Association of Trade Unions (SATU) and the noncommunist National Trades Union Congress (NTUC). The NTUC quickly became the leading trade union organization, largely because of its effectiveness and government support. Moreover, in 1963, when SATU led a general strike against the government, the pro-communist trade organization was banned and many of its leaders were arrested.
Strong personal ties between leaders of the PAP and the NTUC formed the background of the symbiotic relationship, which was institutionalized by formal links. In 1980 NTUC Secretary General Ong Teng Cheong was made a minister-without-portfolio, and a NTUCPAP Liaison Committee comprising top leaders of both organizations was established. As the "second generation" political leaders assumed more government leadership following the 1984 election, Ong was named second deputy prime minister. Following the September 1988 general elections, the NTUC reaffirmed its close relationship with the PAP by expelling officers of NTUC-affiliated unions who had run for Parliament on opposition tickets. The NTUC and the PAP shared the same ideology, according to NTUC officials, so that active support of the opposition was inconsistent with membership in NTUC-related institutions. Workers who did not support the PAP were advised to form their own unions.
The legal-institutional framework also exerted control over labor conditions. In mid-1968, in an attempt to woo private foreign investment, Prime Minister Lee Kuan Yew successfully pushed through Parliament a new employment bill and amendments to the 1960 Industrial Relations Act. In order to make factors such as working hours, conditions of service, and fringe benefits predictable, and thus make businesses sufficiently attractive for investors, trade unions were barred from negotiating such matters as promotion, transfer, employment, dismissal, retrenchment, and reinstatement, issues that accounted for most earlier labor disputes. To spread work and help alleviate the effects of unemployment, overtime was limited and the compulsory retirement age was set at fifty-five. Lee's actions, which the militant unions opposed but could do little about, were part of the government's efforts to create in Singapore the conditions and laissez-faire atmosphere that had enabled Hong Kong to prosper. Such measures, in the government's view, were necessary to draw business to the port. Lee stressed survival, saying: "No one owes Singapore a living."
Rapid economic growth in the late 1960s and early 1970s reduced unemployment and resulted in the amendment of these laws. A National Wages Council was formed in 1972 and many of its recommendations adopted (see Wage Policies , this ch.). By 1984 a twelve-hour shift was permitted. In order to enlarge the limited labor pool, in 1988 changes were introduced in Central Provident Fund policies reducing payment rates for those over fifty-five, thereby encouraging employers to raise the retirement age to sixty. The discipline imposed on, and expected of, the labor force was accompanied by provisions for workers' welfare. The Industrial Arbitration Court existed to settle disputes through conciliation and arbitration. The court, established in 1960, played a major role in settling labor-management disputes through binding decisions based on formal hearings and through mediating voluntary agreements. Adjudication of disputes between employers and nonunion workers came under the separate jurisdiction of the Labour Court. To help job seekers, the government maintained a free employment service serving both job seekers and employers. A comprehensive code governed the safety and health of workers and provided a system of workers' compensation. Under the Ministry of Labour, the Factory Inspectorate enforced these provisions in factories, where more than 35 percent of Singapore's workers were employed in 1988.
The trade unions' role and structure also had been modified. In the 1970s, the NTUC began establishing cooperatives in order to promote the welfare of its members. In the 1980s, omnibus unions were split along industry lines and further split into house unions to facilitate better labor-management relations and promote company loyalty. In the 1982 Amendment to the Trade Union Act, the role of trade unions was defined as promoting good industrial relations between workers and employers; improving working conditions; and improving productivity for the mutual benefit of workers, employers, and the country.

Friday, March 22, 2013

My Secondary Research on Whistle Bowling ... Articles, Reporting Websites, Legislations & etc.

Back in September 2011, I did a "secondary" research on whistle bowling as it is one area that is slowly emerging in the growing SME (Small & Medium Enterprise). In the SME sector, the management team does not have the luxury to employ or set-up a full time department to manage this responsibility.

Listed below are some online reading material ... I hope this will save some time for people who need a quick self-reading on "whistle bowling 101".

1) From Asia One Business website:

2) Wikipedia website:

3) Channel News Asia website:


4) Santa Clara University website:

5) Business School, NUS website (PowerPoint File):

From HR To Strategic Business Partner

I want to share this article from 'SHRi Research Centre' [by Jayantee (Mukherjee) Saha, Senior Manager of Research Centre, Singapore Human Resources Institute (SHRI)]

Title: From HR to Strategic Business Partner

In one of the ancient stories of Buddhism, it was told that immediately after his Enlightenment, the Buddha wondered whether or not to teach the doctrine of Dharma to human beings. He was concerned that, as human beings were overpowered by greed, hatred and delusion, they would not be able to see the true dharma – which was subtle, deep and hard to understand. However, a divine spirit interceded and asked that he teach the dharma to the world, as "there will be those who will understand the Dharma".

The role of HR as a strategic business partner is in a sense similar to the essence of dharma in business fraternity. Dharma relates to equity, justice, conduct, and righteous duty, among others, and exemplifies the essence of truth and wisdom. Ideally, HR should be espousing the same principles in order to be an effective strategic business partner.

The Chartered Institute of Personnel and Development (CIPD) in the UK defines the term “business partner” to cover a range of jobs from administrative, strategic, and consultancy. In a way, an HR business partner works closely with other business leaders to put in place its strategy, steer its implementation, and make the best use of the organisation’s people. It was management guru David Ulrich who coined the term “HR business partner” in 1996. He said that HR must assume more strategic roles within organisations so it can implement programmes that support the goals of the business.

What HR should aspire to be?
Organisations are considered as living entities. As such, they consist of the head and the heart, which are the two significant elements just like for humans. The business leader is the “head” of the organisation while the HR leader is its ”heart”. The roles may be distinct yet intertwined and therefore, capable of generating impact. A perfect balance in the organisation is possible only when these two elements (head and heart) work in perfect rhythm.

But achieving such goal can be a challenge. A 2007 global study jointly conducted by consulting firm Deloitte Touche Tohmatsu and The Economist Intelligence Unit showed business leaders do not see HR as a key to people strategies. Only 23 percent of corporate leaders see their HR departments as currently playing a crucial role in coming up with a corporate strategy that would have significant impact on operating results. They do, however, recognize people as a key intangible portion of a company’s market value. But only 52 percent of HR leaders believe they are major contributors in shaping a company’s culture.

On the other hand, there are several HR driven success stories such as the case of Xerox, which has since turned its HR practices and expertise developed over the years into a number of successful business services. These include consulting in such areas as employee empowerment, employee satisfaction, performance management, labor management, motivation, reward and recognition, work-force diversity and sexual harassment. Capitalizing on its core competency of document processing, Xerox also started selling document-management services and recommends technical solutions to support HRMS technologies. Similar undertakings have also been adopted by other companies like IBM, Levi Strauss and Walt Disney Co.

The two-party game
The inclusion of HR into the strategic role is a two-party game between the business and the HR leaders. The more aligned are their objectives, interests and capabilities, the tighter will be the bond. For example, the main objective of business leaders will be to maximise profit. HR leaders will be well accepted if they can convince the business leaders of the ways and means of managing people that will add value to the profitability of the organisation. Vibrant, courageous and charismatic business leaders would look for similar characteristics in their HR leaders as well. Being the ”heart” of the organisation, HR leaders would sometimes be expected to be the ”
Captain Freedom” of the company, a Superhero with awesome strength, lightning-fast reflexes, and the uncanny ability to predict climate.

Six qualities for HR as a strategic partner
In order to brand HR as strategic business partner, HR leaders would need to possess certain qualities. While past accomplishments may be noteworthy, the HR leader should focus on future challenges and business strategies. To develop an influential department, the leader must have the following qualities-

  • Clarity of thought and sense of direction. HR leaders must be able to see the bigger picture and may work as one of the major growth engines for the organisation.
  • Business acumen. The word acumen means “keenness and depth of perception, especially in practical matters.” Business acumen is thus, an art that may be cultivated with regular practise. It is an art of linking an insightful assessment of the external business landscape with the keen awareness of how to enhance profitability and then executing the strategy to deliver the desired results.
  • Patience. In a recent interview for Fast Company magazine, Steve Ballmer, chief executive officer of Microsoft, emphasized the importance of patience for succeeding in business. He explained that products and businesses go through three phases: vision, patience, and execution. And he said the patience stage is the toughest and most uncomfortable.
  • Fairness. In a turbulent global economy, the dilemma among the business and HR fraternity continues especially in cases when the decision is either to indulge in unfair practices, implement short-term strategies and quick fixes, or to take a patient, long-term approach towards sustainable development. Though there is always a freedom of choice, the consequences are usually correlated to the path that either the business or HR chooses.
  • Self- discipline. HR leaders will normally be confronted with situations requiring negotiation. Self-control is the essence of negotiation. In his piece of work titled, “The art of self-control a key to success” published by Harvard Business School Publishing, author William Ury (cofounder of Harvard's Program on Negotiation) states, "When negotiating, especially when discussions are emotionally charged, the best strategy comes in not reacting. Focus on your own objectives and how you can best achieve them, and step back from the situation as needed to gain new perspective. The greatest obstacle is not the opposition; it is ourselves."
  • Risk-taking ability. Risk taking is an integral part of business and life. It is thus, quite relevant for HR leaders to take calculated risks in dealing with people and impacting the bottom line of the business.

Transforming HR into a strategic business partner
We sometimes come across questions about what the concrete steps are in turning HR into a strategic partner. And the answer is quite simple, as it lies with the”individual”. As HR leaders one must posses the six qualities. Some of the qualities may be genetic, yet most of them can be cultivated with diligent practice.

Singapore HR Awards
To commemorate the beginning of the marathon of transforming HR leaders into” strategic business partners”, the Singapore Human Resources Institute (SHRI), has introduced The Singapore HR in Singapore to mark successes and accomplishments in the HR fraternity. The Awards serve to confer distinct recognition to HR professionals and organisations as an employer and employee champion to bring out the best through sound and commendable HR and people management practices. The judging criteria include innovation and creativity, contribution to employee needs, contribution to business needs, contribution to industry or national needs.

In conclusion
It has been justified time and again that people are the most critical element in an organisation. Industry consultants, and those in the halls of academia, and HR leaders themselves have been instrumental in crafting a new role for HR – that of a strategic business partner, the role, where they contribute to the company’s ongoing success.

The mantra therefore, is either attaining strength to impact the system or perish!

Sunday, March 17, 2013

Professional Talent Management

Singapore [17 March 2013, Sunday] - it has been months since I up-date my e-HR Blog. Recently, I came across an article from Korn / Ferry International (Just a reminder, I am not marketing for them) about some definition of professional in the area of Talent Management.

Organizational Strategist - he / she is a trusted advisor to the senior leadership team in the organization. An enterprise-wide view of talent issues and add strategic input to discussions related to the capabilities, resources, and leadership required for the organization to reach its business objectives. The person has deep functional expertise in one or two areas of HR / Talent Mgmt and want to broaden his / her capabilities and expertise to span the talent mgmt and leadership development spectrum.

Talent Prospector - the person help organization identify and secure the most suitable talent needed for different levels / roles. He / she want the most predictive and reliable framework and tools to ensure that only the every best talent is selected for entry into the organization or for promotion and development into high visibility and expanded roles.

Development of Champion - the person are responsible for articulating and deploying impactful and outcome-oriented development intervention for talent in an organization. This person know the power of feedback and the 70-20-10 formula (Experience-People-Training) in development. He / she want to use only the best development methods available in the organization and ensure ROI for his effort and resources. The person want to impact development both at an individual as well as at a team level.

HR Business Partner - the person is responsible for making various HR and talent program accessible to employees and managers in the organization. He / she need to deploy a broad knowledge base in talent acquisition, development, high potential identification and acceleration, feedback-based coaching, etc. The person are at front-line of the talent agenda and are key to ensuring talent programs are implemented in the most effective ways.

So which one of the above match your talent mgmt roles and responsibilities? In my organization, I am in a mix of all four roles.