http://www.askdeb.com/blog/career/how-to-manage-people/ Just another WordPress weblog Wed, 21 Sep 2011 22:03:55 +0000 hourly 1 http://www.askdeb.com/blog/career/how-to-manage-people/comment-page-1/#comment-56161 How to Measure Employee Performance - Manage Objectives Thu, 27 Jan 2011 11:06:52 +0000 http://www.askdeb.com/blog/?p=1934#comment-56161 [...] How to Motivate Employees [...] [...] How to Motivate Employees [...]

]]> http://www.askdeb.com/blog/career/how-to-manage-people/comment-page-1/#comment-21593 Gopal Thu, 30 Sep 2010 18:51:51 +0000 http://www.askdeb.com/blog/?p=1934#comment-21593 thank you for providing your practical experience about managing people with us. thank you for providing your practical experience about managing people with us.

]]> http://www.askdeb.com/blog/career/how-to-manage-people/comment-page-1/#comment-14312 Milan Moravec Fri, 13 Aug 2010 16:10:22 +0000 http://www.askdeb.com/blog/?p=1934#comment-14312 Changing times. Changing values and employee loyalty.Public and private organizations are into a phase of creative disassembly where constant reinvention and adjustments are constant. Hundreds of thousands of jobs are being shed by Chevron, NUMI, Wells Fargo Bank, HP, Starbucks etc. and the state, counties and cities. Even solid world class institutions like the University of California Berkeley under the leadership of Chancellor Birgeneau & Provost Breslauer are firing staff, faculty and part-time lecturers. Estimates are that the State of California may jettison 47,000 positions. Yet many employees, professionals and faculty cling to old assumptions about one of the most critical relationship of all: the implied, unwritten contract between employer and employee. Until recently, loyalty was the cornerstone of that relationship. Employers promised job security and a steady progress up the hierarchy in return for employees’s fitting in, performing in prescribed ways and sticking around. Longevity was a sign of employeer-employee relations; turnover was a sign of dysfunction. None of these assumptions apply today. Organizations can no longer guarantee employment and lifetime careers, even if they want to. Organizations that paralyzed themselves with an attachment to “success brings success’ rather than “success brings failure’ are now forced to break the implied contract with employees – a contract nurtured by management that the future can be controlled. Jettisoned employees are finding that the hard won knowledge, skills and capabilities earned while being loyal are no longer valuable in the employment market place. What kind of a contract can employers and employees make with each other? The central idea is both simple and powerful: the job or position is a shared situation. Employers and employees face market and financial conditions together, and the longevity of the partnership depends on how well the for-profit or not-for-profit continues to meet the needs of customers and constituencies. Neither employer nor employee has a future obligation to the other. Organizations train people. Employees develop the kind of security they really need – skills, knowledge and capabilities that enhance future employability. The partnership can be dissolved without either party considering the other a traitor. Loyalty to employers is dead. Long live the new loyalty! Changing times. Changing values and employee loyalty.Public and private organizations are into a phase of creative disassembly where constant reinvention and adjustments are constant. Hundreds of thousands of jobs are being shed by Chevron, NUMI, Wells Fargo Bank, HP, Starbucks etc. and the state, counties and cities. Even solid world class institutions like the University of California Berkeley under the leadership of Chancellor Birgeneau & Provost Breslauer are firing staff, faculty and part-time lecturers. Estimates are that the State of California may jettison 47,000 positions.
Yet many employees, professionals and faculty cling to old assumptions about one of the most critical relationship of all: the implied, unwritten contract between employer and employee.
Until recently, loyalty was the cornerstone of that relationship. Employers promised job security and a steady progress up the hierarchy in return for employees’s fitting in, performing in prescribed ways and sticking around. Longevity was a sign of employeer-employee relations; turnover was a sign of dysfunction. None of these assumptions apply today. Organizations can no longer guarantee employment and lifetime careers, even if they want to.
Organizations that paralyzed themselves with an attachment to “success brings success’ rather than “success brings failure’ are now forced to break the implied contract with employees – a contract nurtured by management that the future can be controlled.
Jettisoned employees are finding that the hard won knowledge, skills and capabilities earned while being loyal are no longer valuable in the employment market place.
What kind of a contract can employers and employees make with each other? The central idea is both simple and powerful: the job or position is a shared situation. Employers and employees face market and financial conditions together, and the longevity of the partnership depends on how well the for-profit or not-for-profit continues to meet the needs of customers and constituencies. Neither employer nor employee has a future obligation to the other. Organizations train people. Employees develop the kind of security they really need – skills, knowledge and capabilities that enhance future employability.
The partnership can be dissolved without either party considering the other a traitor. Loyalty to employers is dead. Long live the new loyalty!

]]> http://www.askdeb.com/blog/career/how-to-manage-people/comment-page-1/#comment-10613 Ask Deb Sat, 31 Jul 2010 14:10:13 +0000 http://www.askdeb.com/blog/?p=1934#comment-10613 Susan- Thanks for your feedback, but maybe you could be more specific? Where are the grammar errors and what words are missing? (I edited this one myself, so I'm curious what I might have missed.) Susan- Thanks for your feedback, but maybe you could be more specific? Where are the grammar errors and what words are missing? (I edited this one myself, so I’m curious what I might have missed.)

]]> http://www.askdeb.com/blog/career/how-to-manage-people/comment-page-1/#comment-10601 Susan Sat, 31 Jul 2010 12:41:02 +0000 http://www.askdeb.com/blog/?p=1934#comment-10601 This is a good article - however lots of grammar errors and words missing. This is a good article – however lots of grammar errors and words missing.

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