Decision-Making Pitfall 2: Escalation of Commitment: Committing further resources to what eventually proved to be a failing course of action. How to avoid:

Set limits (Determine what criteria and performance standards will be necessary)
Avoid the bystander effect (Avoid to do nothing out of fear of acting foolishly)
Avoid tunnel vision (Get several perspectives on the problem)
Recognize sunk costs (Money and/or other commitments previously spent cannot be recovered)
External review (In some cases, remove  or replace the original decision makers from deliberations)

Decision-Making Pitfall 3: The Abilene Paradox: A form of pluralistic ignorance; team members adopt a position because other members desire it, team members don't challenge one another because they want to avoid conflict. How to avoid:

Decision-Making Pitfall 4: Group Polarization: The tendency for group discussion to intensify group opinion, producing more extreme judgment than might be obtained by pooling individuals’ views separately.
Group Polarization is not simply a case of social compliance; people really believe the group’s decision.

Resource:
Book: Making the Team, a guide for managers (by Leigh Thompson)

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Six Rules for Effective 'Net-working'
By Robert Half International

Web sites like LinkedIn.com and MeetUp.com, as well as industry conference discussion forums are making it easier for people to expand their professional networks.  But, if you do not use these portals wisely, you can make mistakes that will shrink rather than supersize your base of contacts.

Following are six rules for ensuring your online networking efforts impress rather than offend:

1. Choose your venues wisely.  The best forums for professional networking tend to be those well moderated and frequented by participants you can learn from; many industry associations host their own business forums.

2. Learn the rules.  Before participating in any online discussion group, be sure to read the guidelines.  Also spend some time reviewing the archives or FAQs to get additional insight into the group.

3. Come up with a sig line.   A signature file or "sig line" is a short block of text that can be automatically attached to the end of electronic messages. A sig line can contain your name, company or professional affiliation and contact information.

4. Proofread your posts.  Read your message several times to make sure you're not revealing confidential information -- about yourself or your company -- or coming across as rude or overbearing.  Typos or other grammatical errors can also make you appear unprofessional.

5. Play nice.   Avoid sarcasm as much as possible.  What you view as dry humor may come across as searing criticism in a posting.  Also, always be respectful and tolerant of others' ideas and opinions, and resist the temptation to write a harsh message in response. 

6. Don't steal the stage.   Be selective in your commentary; there's no need to weigh in on every topic.  You'll earn more credibility if you provide insight on the subjects you know best. 

7. Be a resource.   Don't consult your professional network only when you need something; regularly e-mail business contacts to offer your assistance, share a news article or update them on your career progress or a recent business win.

Related link:
www.rhi.com
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A true exemplar of “talent” …

Talent. I love that word!
     So different form “employees.”
     So different from “personnel.”
     So different from “human resources.”
Talent! Just uttering the word makes you puff up and feel good about yourself! … says management guru Tom Peters, and provides a list of intangible attributes that mark “talent” in his book Re-imagine!

A true exemplar of “talent” …

Displays passion. There are enthusiasts … visibly energetic and passionate about everything. Find the enthusiasts.
Inspires others. The best test: Does this candidate inspire me … the interviewer?
Loves pressure.
Craves action.
Knows how to finish the job.
Thrives on WOW. Look for the candidate who has a fat “WOW Projects” – special projects, projects that make a difference – Portfolio.
Exhibits curiosity. There are two kinds of people. There are those who can’t … Stop Asking Questions. And there are those who … Don’t ask Questions. Hire the former!
Embodies “weird.” There are … weird times. Therefore (simple logic): We desperately need an Eclectic/Weird/Peculiar Talent Pool.
Exudes a sense of fun. A sense of fun is not quite the same as “energy.” It’s people with a “twinkle in their eye.”
Thinks at a high level. The challenging nature of today’s affairs does require a decent degree of intelligence.
“Gets” Talent. Amazon CEO Jeff Bezos says that when he’s recruiting would-be executives, he spends well over half of his interview time discussing their Track Record as a Recruiter and Developer of People. Nothing is more important.

Resource:
http://www.tompeters.com/reimagine/

What is interactive TV?

The BusinessWeek cover story for November 19 is titled “I want my iTV.” Cliff Edwards explains what iTV is and why we won’t be getting it soon.

What is iTV?

TV is all about instant gratification.
The Net is about me having control.
Put the two together, and the result should be personalized TV, or iTV, which lets me watch what I want, when I want it.
All the technology that would allow us to have iTV is place: fast broadband connections, personal media recorders, instant Web-searching software, high-definition sets.

So why can’t I press a button or two and see root for the next top chef, pull up a YouTube clip, listen to Web radio, have a box pop up on my screen telling me who’s phoning my home, or watch a vacation-themed slide show before forwarding it on to bore my friends on Facebook – all while sitting in front of the set in my living room?

What is holding up the transition to iTV?

Any company with a little piece of control in the way things work today is unwilling to jeopardize its power and revenues until it becomes clear how the new model will pay.

“You’ve got device manufacturers, content providers, service providers, networks, software makers, security providers all trying to sort out how big their piece of the pie should be.” (Kip Compton – Cisco)

To read the whole article, please follow the link below:
http://www.businessweek.com/bios/Cliff_Edwards.htm

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I’ve had a severe cold since Monday, and only since yesterday I’ve felt strong enough to get some work done. I still feel like my brain is covered with mucus.

Anyway, today, I like to share some key points of Mercer’s 2006 Global HR Transformation Study.

• HR leaders expect change management and cultural change transformation to be major undertakings in the years ahead. But the relevant skills are largely missing or inadequate to bring this about. Similarly lacking are “must have” skills for contributing to the business.
• HR leaders rated their staffs weakest on the following skill sets:
  • Basic financial skills  
  • Advanced skills in consultation/negotiation
    
  • Business understanding
    
  • Organizational assessment/organizational design
    
  • Business strategy skills  
  • Cross-functional expertise
    
  • Cost analysis and management
• Mercer believes there is tremendous value in pursuing a bifurcated approach in HR. To bifurcate means to divide into two branches. Consider that HR can be divided into two primary areas of responsibility, roughly described as strategic and transactional.
  • Chief HR officer (with strategic responsibility) – Developing a human capital strategy, consulting to the business and managing talent across the enterprise.
  • HR controller (with transactional responsibility) – Managing HR budget, costs, vendors, metrics and service delivery (There may be new and better ways to manage the transactional side of HR – such as outsourcing – but it will always exist.)
    

Conclusions and contradictions

1. The lack of business-focused skills in HR is widely cited as a barrier, but there are no aggressive plans to “skill up” or otherwise implement staffing plans to address this situation.
2.  HR wants to be a strategic player, but beyond the top HR executive, the function remains largely focused on transactional work.
3. HR wants to deliver more value to the organization, but it is not using metrics that document and demonstrate the value it provides.
4. Most organizations today have an articulated human capital strategy, but they cannot deliver on it due to shortcomings with HR structure, staff, processes and technology.

Resource/Additional information:
www.mercerhr.com/globalhrtransformation
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GETTING THINGS DONE

Here are a few select quotes from the interview with David Allen. (Source: Business 2.0, July 2007)

“Commitments made and abandoned are robbing our lives of energy and attention, and only when we close these ‘open loops’ can we achieve a state of relaxed focus.”
“Mind like water”
Just as a pebble tossed into a still pond creates only gentle ripples, small events need not create big  waves in our lives.
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MASTERING THE MUNDANE
Allen’s five-step program to unclutter your life.

1 COLLECT     First, collect everything you must do, want to do, or dream of ever doing – anything that is unfinished or undecided. Do a clean sweep of your life.

2 PROCESS     For each item, ask “What’s the next action?” If it can be done in two minutes, do it now. Otherwise, delegate it or defer it to a “next action” list. Make a list of projects; file all reference material

3 ORGANIZE   Put meetings and date-specific actions on your calendar. All other things go on “next action” lists. Less urgent tasks go into a dated tickler file or on a “someday/maybe” list.

4 REVIEW       Look over your calendar and “next action” lists daily. Review all projects, delegated tasks, and someday/maybe lists weekly to keep them up to date.

5 DO            Now you have a much better sense of what to do when. Consider the context, your time and energy, and the urgency. Relax; whatever isn’t done now will pop up in your regular reviews.

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Again, don't forget: Only after cleaning up those messes on your desk can your mind be free enough to focus on the big picture.

Additional information:
http://www.davidco.com/

1. Compensation
2. Benefits
3. Social interaction
4. Security
5. Status/Recognition
6. Work variety (Opportunity to experience different things)
7. Workload (Not too little, not too much)
8. Work importance (Work valued by society)
9. Authority/Control/Autonomy (Ability to influence others, control own destiny)
10. Advancement (Chance to get ahead)
11. Feedback (Receive information helping to improve performance)
12. Work conditions
13. Development opportunity (Formal and informal training to learn new knowledge, skills/abilities)
    

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People Who Make a Difference

This summer, when I was doing my internship at LoBue Group, one of the projects I was working on was creating the "Careers" section of their website. One sub-section in careers was going to be "Core Competencies That We Look For" In order to define the competencies in high English, I was doing some Internet search and I came across the following article written by Mary Cronin, (Director of Human Resources, Harvard University, 1998.)

"I have been hiring and developing staff for a number of organizations for quite awhile now, and have come to believe that the people who make a difference--the people who can lead necessary change, hopefully through calm rather than through storm--are the following:"

• People who are analytical and can look around and inside a problem and not jump to conclusions.

• People who are creative and willing to risk discomfort in proposing new approaches to tough issues.

• People who can work in teams by being flexible in role and in task, by showing a positive attitude, and by placing the team's success ahead of their own.

• People who can write clearly and on point, and who can speak persuasively and convincingly.

• People who can listen for the multiple messages that people convey, and respond positively, constructively, and empathetically.

• People who can lead others with both strength and grace.

• People who have personal integrity, and respect for the multiple and varied contributions an increasingly diverse workforce can make to the success of an organization.

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'Intercultural English' Can Give Multinational Firms Competitive Edge

The growth of corporate globalization has led to a surge in the hiring of non-native English-speaking employees. Lorelei Carobolante, the chief pathfinder for G2nd Systems Inc., located in San Ramon, California talks about the changing role of English in global companies, and pros & cons of the issue. Resource: SHRM Online Global HR Focus Area, September 2007

(+) When shaped by non-native English speakers who do not share the cultural values associated with the national versions of the language found in the US, UK, Australia and Canada, intercultural English can be "rendered culturally neutral,” and accordingly, be less prone to interpretations that are biased by experiences and expressions unique to individual nations.
(–) However, when intercultural and national versions of English are used within the same communication context, the language's effectiveness can be lost. (Non-native English speakers face the challenge of recognizing when a lack of understanding occurs because of the use of culture-specific shortcuts. E.g. "be on the same page or not" "table the discussion,” " make sure that we are covering all the bases.")

Intercultural version of English = using language as a tool 
National version of English = using language as a language- incorporating idioms and cultural references

Acquiring effective written and verbal communication in today's multicultural workplace requires
1) Native speakers learn to use English as a tool (learning how to use one's own language in a completely new way!)
2) Non-native speakers get cultural awareness training and specialized skill development
3) Non-native speakers show constant effort to learn new colloquialisms, cultural shortcuts, such as local expressions and allusions, and be extroverted and sociable to be fully immersed in the local culture (Sevi's  addition)

As companies operate in an ever-changing, interdependent world in which diverse cultural and linguistic groups converge, HR practitioners are facing the challenge to balance global standardization objectives with localization while maximizing the benefits that emerge from the interaction of culturally diverse employee groups.

Resources/Related links:
http://www.shrm.org/global/  
http://www.g2nd.com/public_systems/Intercultural%20English.htm

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WE HAVE IGNITION
Jack Kerouac, writing in On the Road: “The only people for me are the mad ones, the ones who are mad to live, mad to talk, mad to be saved, desirous of everything at the same time, the ones who never yawn or say a commonplace thing, but burn, burn, burn like fabulous yellow roman candles exploding like spiders across the stars.”

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One of my favorite books is for sure “Re-imagine!” by Tom Peters. There are lots of ideas and information in it but I never get bored while reading it. It is colorful – both visually and intellectually. Here are some quotes from Re-imagine!

The Talent25

Awesome Places to Work. Just as “individuals,” “workers: must re-imagine themselves as “talent,” so enterprises that want to draw in enterprising people must re-imagine themselves as … talent-magnet organizations. But how?
(Tom Peters call his solution as “The Talent25 – a silver jubilee of ideas…” and below is No. 24 to which I couldn’t agree more.)

24. Provide a setting for Adventure
“The challenge for IBM, AT&T and other mainstream companies is to re-instill a sense of adventure in recruits.” (AT&T HR exec Burke Stinson)

“Firms will not ‘manage’ employees’ careers as they did in the past. They will provide opportunities … to enable the employee to develop identity and adaptability and thus be in charge of his or her own career.” (Career guru Tim Hall)

Perhaps the main idea becomes “What can ‘we’ do for ‘them’?” rather than “What can ‘they’ do for ‘us’?”

Bottom line: Talent-obsessed leaders are in Adventure Creation Business. Full time.   

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Chris Scinto, 37
VP Global Design, Store Design, and Visual Merchandising, Godiva

Here is some information which I am quoting from the article "Road Warrior” in Fortune magazine dated August 20, 2007.
Chris Scinto is the design guru who oversees Godiva's 500+ boutiques worldwide. He looks for inspiration wherever he travels – most often on the way to the chocolatier's offices in Hong Kong, Tokyo, and its hometown, Brussels. (Godiva is founded in Belgium.)
Days on the road: 180
Plane essentials: Eye drops change everything about a flight, especially if it's 12 or 15 hours long. I use Refresh Tears.
Worth a delay: The Hong Kong airport is my favorite. It's like walking on Via Montenapoleone* or the Champs Élysées.**
Choice bag: The four-wheeled suitcase which spins 360 degrees, gets you through train turnstiles in Japan.
Don’t miss: Cherry-blossom season in Japan. The whole country is so excited.
Local Flavor: The beer in Brussels is absolutely amazing.

Sevi's note:
*Via Montenapoleone is the most important street of the Milan's Fashion District.
**Champs Élysées (Elysian Fields) is a tree-lined thoroughfare of Paris, one of the world's most beautiful and most famous boulevards.
Elysian Fields: In classical mythology, the place where souls of the good went after death: a peaceful and beautiful region, full of meadows, groves, sunlight, and fresh air.

The Five Dysfunctions of a Team

Recently, I read “The Five Dysfunctions of a Team” written by Patrick Lencioni.
Lencioni tells a fable to highlight the challenges that leaders face as a result of the five dysfunctions of a team, and then details his model in the last section of the book. In the fable section, he weaves his lessons around the story of a troubled Silicon Valley firm and its unexpected choice for a new CEO.
Lencioni presents his models in a pyramidal stage theory design. (See the figure  below)

He identifies the five dysfunctions as:

1) Absence of Trust (Invulnerability)
2) Fear of Conflict (Artificial Harmony)
3) Lack of Commitment (Ambiguity)
4) Avoidance of Accountability (Low Standards)
5) Inattention to Results (Status and Ego)

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Another way to understand this model is to take the opposite approach– a positive one – and imagine how members of truly cohesive teams behave:

1. They trust one another
2. They engage in unfiltered conflict around ideas
3. They commit to decisions and plans of actions.
4. They hold one another accountable for delivering against those plans.
5. They focus on the achievement of collective results.

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You can find many other resources on the internet that summarize the book and present the key factors of the model. But, you shouldn’t think that you got the heart of the book, and therefore you don’t need to read it anymore. If you are interested you should read the book because;

1) You will learn more through fable since you can relate to the characters and more easily internalize the messages.
2) You will find it intriguing and fun to read, so you will easily finish it.

I believe everyone – from recent graduates to executives – will recognize himself/herself somewhere in this book.

Sources/Related Links: (Please copy and paste because, somehow, the links of this entry don't work)
http://www.tablegroup.com/books/dysfunctions/
http://www.adventureassoc.com/resources/newsletter/nlbr-five-dysfunctions.html

EVP: "Why would a talented person want to work with us?"

Yesterday, I watched a webcast on Staying Ahead of Change: The Importance of the Employment Value Proposition. The presenter were Mitzi Adwell (Practice Leader, Talent Management – The Newman Group) and Gautam Ghosh (Co-Founder & Managing Partner – The Imagence Partners)

What is EVP:
• What attracts a candidate to an organization
• What keeps her motivated and contributing
• Is more than employer branding
• Is more than salary and perks

Perspective: Where does EVP affect your talent management operations?
• Attraction Drivers (Sourcing: Strategies to attract targeted talent for organizational fit)
• Commitment Drivers (Retention: Activities to increase the EVP commitment levels of employees, thus increasing satisfaction & reducing turnover)

The EVP Encompasses the Entire Employee Experience
• Rewards: Compensation, Health Benefits, Retirement Benefits, Vacation
• Opportunity: Stability, Future Career Opportunity, Development Opportunity, Meritocracy, Growth Rate
• Organization: Empowerment, Integrity, Respect, Industry Desirability, Formal & Informal Work Environment, Diversity, Social Responsibility, Brand awareness, Market Position, Product – Service Quality, Technology Level, Risk Taking, “Great Employer” recognition, Organizational Size
• Work: Job Interest Alignment, Recognition, Innovative Work, Level of Impact, Location, Business Travel, Work Life Balance
• People: Manager Quality, Coworker Quality, People Management, Collegial Work Environment, Sr. Leadership Reputation, Camaraderie

Conclusion
• Every Organization has an EVP, whether they know it or not
• Attraction & Commitment Drivers determine the shape and effectiveness of the EVP
• A conscious and continuous focus on EVP is vital in competing for talent.

Sources/Related links:
http://gauteg.blogspot.com/
http://humancapitalinstitute.org/hci/events_webcasts.guid
http://www.tngconsulting.com/
http://www.net-temps.com/employers/hrcorner/?id=17