Recently in Human resources Category

Back in one of my Organisational Behaviour classes called the Psychology of Management, we learned about how to motivate people the right way. Often we focus on the final outcome and don’t value as much the effort required to get there. That’s understandable, because usually what matters in the end, is the end.

But if you don’t see this as a once-off endeavour but something that repeats itself, then you need to lead with a different mindset. Rather than flogging the horse that isn’t able to win first prize, valuing the effort put into preparing for the race is important, too. If you think about it, in any competition, there is one winner - everyone else is second best or worse. Even if you do win, you can’t do it all the time.

So, all factors being equal, you have a higher chance of being disappointed. Some are resilient and soldier on, while others may grow discouraged at their lack of results and recognition for their efforts, and wither away. However, if you recognise the effort put in, you encourage them to try harder - and with renewed determination and practice, they may get better the next time round.

One classmate asked our professor AF whether he could apply this teaching to his own kids. He had a son taking part in a swimming contest the following day. His son had been training very hard but deep in his heart, he knew that there was another boy who was much better than anyone else. He knew his son would only come in second, at best. What should he do? The professor gave his advice: Reward the effort.

The following week I met my classmate and asked him how the swimming contest turned out. He replied, “My son came in second, and I said, ‘Good effort’.”

Amazingly, it’s been nearly 3 years since we had that lesson but it’s one thing that’s been etched in my memory. It’s something that still isn’t done enough in workplaces. Employees can put their hearts into their work, only to find out that it wasn’t considered good enough - or, they may simply have neglected to dot an ‘i’ or cross a ‘t’. And think about it - that is far more deflating to an enthusiastic employee than to one who is already emotionally detached from his work. Ironically, by punishing them for not meeting the goal and ignoring the effort they put in, you alienate the people who care more for your company and customers. People then de-sensitise themselves and put in minimal effort, or look for a new job.

So I’m all for rewarding the effort and not just the result. Of course, the effort can’t be a blind one - it must be put in the right direction as well. But then it would also be your job to guide people back to the right path and cheer them on.

Let’s bear all this in mind as we go about our daily lives, as coworkers, bosses of other people, clients, mothers and fathers. Onward!

Today was the busiest day in terms of interviews. An interview with a global agency early in the morning, then a chat with an INSEAD alumnus and his colleagues (I thought it was just to tap my brain about using blogging for Marketing/PR but it ended with a request for my CV, which I provided). Lastly, I just had an interview with a top cosmetics company. On top of these interviews I have 2 other offers to do work which I’m familiar with, in a managerial and/or strategic position.

If reading this depresses you, then stop here.

Because what I am going to say next is: I didn’t apply for any of these positions. I was headhunted, referred by word of mouth or reputation, or shortlisted via Career Services. I know many people are getting dinged. I decided not to apply to lots of random companies but to stick with what I felt comfortable with. Of course, in difficult times it is not easy to get what you want. But I’m not sure if it’s simply ‘luck’, because that implies that these opportunities fell on my lap without me having to work at it.

You see, I began ‘networking’, as some people call it, years ago. I decided I liked social media, PR, marketing and technology quite a while back, and while I didn’t plan to end up getting lots of leads, I mingled with like-minded people, did a few things that got me into the newspapers, generally endeavored to be nice, friendly and helpful to everybody.

I also knew what I didn’t want to do, and where I wanted to work, so I updated my profile in local job search websites and got in touch with headhunters, which resulted in one of these interviews.

Today, my chat with the alum was about wooing new customers via influencers (in this case, bloggers). I saw similarities between selling a product to potential customers, and selling your expertise to potential employers. For both cases, you cannot simply knock on their door and expect them to buy your product (or hire you). Quite often, of course, you can make a pitch on the spot and they might buy it, because you are better qualified than other people who have already knocked on their doors. (PUSH factor)

However, if you have established a network and a reputation for being particularly good at something, your customer will come knocking at your door. (PULL factor)

I am fortunate, blessed, honoured even, to have my door knocked on multiple times, and so my dilemma at INSEAD is not about finding a job but which job I should choose.

Here’s wishing my fellow INSEADers all the best with their job searches. May we make the right choice for our long-term future!

Source: Harvard Business Publishing.

Zappos is a company that values employees’ commitment to serving customers - to the extent that newly trained staff are given an incentive to quit. During the four weeks of training it should be clear to new staff whether they’re cut out for the job. If they feel they aren’t, the financial incentive should tip them over to quitting so that no one’s time is wasted further.

Earlier at SXSW this year I listened to the Zappos boss talk about how important customers were to them. It only makes sense that Zappos staff should also be interested in serving their customers, and thus ensuring that they get the right commitment from staff as well.