Providing water to employees is employer’s duty in China. Many employers in Shanghai go however beyond this requirement and make coffee and tee available to employees for free. Some companies offer fruits (e.g. JWT) in the afternoon and some other a noodle soup when one is working after 7pm (e.g. TBWA).
The NetCircle offers a full food service program (breakfast, lunch, afternoon snacks and dinner) free for all employees. By providing meal perks, the company’s founders hope to keep its workforce happy, motivated, efficient and productive. The perk also allows for a greater community building among employees. There are little to no incentives to leave company office during lunch hours. Instead, employees can socialize and have a conversation. In addition, an inviting well-designed kitchen serving delicious food from 8.00am to 8pm might lure talent and certainly for some employees is a good argument to stay.
To mention on the micro perspective: The menus are planned by an administrative assistant and the two cooks usually one week in advance. Cooks consult employees daily in terms of food preferences and likability of served dishes. They are especially interested in employees feedback after they’ve cooked something new, particularly a Western meal, prepared based on a recipe from a cook book. The cooks start their day by visiting the market to buy fresh ingredients. Notably, in The NetCircle’s kitchen as much as possible is made from scratch.
Tuesday, May 25, 2010
Tuesday, May 11, 2010
There is not such thing as Micky Mouse Job
Even simplest jobs require consistent execution. Consistency is one of the greatest challenges for any business. The larger the business the greater the challenge. While customers increasingly call for great service anytime, everytime; businesses can still get away with mediocrity. McDonald’s and Subway are only two examples. Both makes you wonder what are the official standard procedures.
Mc Donalds‘ soft cones sometimes come with two twists, sometimes with three. Sometimes, the cone is fully filled with ice cream, sometimes it is just above the waffle. Sometimes, the ice cream is watery and less sweet, sometimes, creamy and sweeter.
Subway delivers even more diverse experience. The number of any countable ingredient such as ham or tomato slices differs even when not being subject to individual preferences and wishes. Sometimes, the more I talked with staff the greater amount they gave me. Other times, the more I talked, the less I received. The biggest surprise happened at one Arizona Subway restaurant where two employees have trained a newbie in making a sub. The instruction was more or less like this: If the customer is nice, talks to you and is generally a kind person, you take the tomato and you give him the inner parts of it. If the customer is not nice, you give him the endings. Importantly, Subway’s employees also vary greatly in passion for what they do, some put heart into every sandwich, others seem just not very comfortable working when everybody watches their hands.
What’s behind those inconsistent experiences? Undefined quality standards, lack of commitment to excellence, poor supervision, unfair franchise‘ owners attempting to cut corners, boost margins and what not or just the nature of humans that no recruitment, training nor human resource policy can 100% restrain.
Mc Donalds‘ soft cones sometimes come with two twists, sometimes with three. Sometimes, the cone is fully filled with ice cream, sometimes it is just above the waffle. Sometimes, the ice cream is watery and less sweet, sometimes, creamy and sweeter.
Subway delivers even more diverse experience. The number of any countable ingredient such as ham or tomato slices differs even when not being subject to individual preferences and wishes. Sometimes, the more I talked with staff the greater amount they gave me. Other times, the more I talked, the less I received. The biggest surprise happened at one Arizona Subway restaurant where two employees have trained a newbie in making a sub. The instruction was more or less like this: If the customer is nice, talks to you and is generally a kind person, you take the tomato and you give him the inner parts of it. If the customer is not nice, you give him the endings. Importantly, Subway’s employees also vary greatly in passion for what they do, some put heart into every sandwich, others seem just not very comfortable working when everybody watches their hands.
What’s behind those inconsistent experiences? Undefined quality standards, lack of commitment to excellence, poor supervision, unfair franchise‘ owners attempting to cut corners, boost margins and what not or just the nature of humans that no recruitment, training nor human resource policy can 100% restrain.
Tuesday, April 27, 2010
Job Swap Practical Considerations
Job swaps are expensive, in terms of money spent and HR department time. To ensure that they present the best development opportunity, a various issues shall be carefully considered.
Per definition, the job swap requires that job swappers swap jobs and hence are in similar position and have similar areas of expertise and experience in order to be able to cover each other position's workload while on exchange. However, the companies must also be clear about how the employee's workload will be handled during the job swap in the case employees cannot swap exactly the same positions.
At times, identifying job swap candidates along with client and language consideration might be a challenge. In regards to client, training intervention in form of a job swap creates a slight disturbance to the account service. The key account person is leaving and replaced by a new colleague with whom the Client has to yet establish a rapport. In regards to the language issue, while both potentials job swappers are most likely fluent in English, hardly anyone of them may speak the local language of the host company. Hence, the employee need to serve on a global account where English is the working language. Ultimately, companies need to determine the remaining recruitment criteria of job swappers.
Further factors to consider when planning a job swap include:
* What is the overall purpose, vision, and expected benefits of the job swap?
* How shall the job swap be evaluated and the benefits quantified?
* What are the obligations of each swap office?
* What shall be the financial arrangement? Shall job swappers be paid by their respective home or host swap office during the exchange? Which party shall be responsible for costs such as airfares, accommodation, travel and medical insurance, visas and work permits of each job swapper?
* Shall job swappers sign a “stay guarantee” (i.e. that they stay with the employer for a certain period of time upon completion of the job swap)?
* What are the work responsibilities of job swappers during the exchange?
* What additional training and opportunities for development shall be provided by host office?
* How shall job swappers be prepared for the intercultural experiences?
Per definition, the job swap requires that job swappers swap jobs and hence are in similar position and have similar areas of expertise and experience in order to be able to cover each other position's workload while on exchange. However, the companies must also be clear about how the employee's workload will be handled during the job swap in the case employees cannot swap exactly the same positions.
At times, identifying job swap candidates along with client and language consideration might be a challenge. In regards to client, training intervention in form of a job swap creates a slight disturbance to the account service. The key account person is leaving and replaced by a new colleague with whom the Client has to yet establish a rapport. In regards to the language issue, while both potentials job swappers are most likely fluent in English, hardly anyone of them may speak the local language of the host company. Hence, the employee need to serve on a global account where English is the working language. Ultimately, companies need to determine the remaining recruitment criteria of job swappers.
Further factors to consider when planning a job swap include:
* What is the overall purpose, vision, and expected benefits of the job swap?
* How shall the job swap be evaluated and the benefits quantified?
* What are the obligations of each swap office?
* What shall be the financial arrangement? Shall job swappers be paid by their respective home or host swap office during the exchange? Which party shall be responsible for costs such as airfares, accommodation, travel and medical insurance, visas and work permits of each job swapper?
* Shall job swappers sign a “stay guarantee” (i.e. that they stay with the employer for a certain period of time upon completion of the job swap)?
* What are the work responsibilities of job swappers during the exchange?
* What additional training and opportunities for development shall be provided by host office?
* How shall job swappers be prepared for the intercultural experiences?
Tuesday, April 13, 2010
Behavioral Changes through Job Swaps
Effective talent management depends on understanding the workforce, their desires and aspirations, and reconciling these with commercial and operational realities. One such desire of Chinese employees is the appetite for meaningful career advancement opportunities, not only in China, but also in the West.
Global job swaps are a unique opportunity for Chinese employees to gain first-hand experience with diverse business environments and cultures. Though, one cannot overlook the size of the investment a company needs to make to support such a program. Given the average training budget per employee per year, the job swap program costs (in particular as we only refer to one or a few job swappers) can be substantial.
Even so, in 2009, TBWA\China made an overseas assignment for one Chinese employee a reality. At the same time, the agency hosted a German employee in its office for the period of six months.
The 2009 job swap was kicked off as both agencies, in Shanghai and in Hamburg, saw the benefits that could accrue to the employees and the agencies from the exchange. Employees were provided with the opportunity to gain international exposure to a different business environment, insight into different cultures and societies, as well as the first hand knowledge of how other cultures approach agency operations and client relationships. Agencies expected to benefit by the ways of having more qualified and experienced staff who returns professionally inspired and equipped with a unique international perspective. Furthermore, agencies used the exchange to strengthen ties between them.
A questionnaire was distributed to job swappers to explore their self-assessment of the interpersonal and intercultural skills. Job swappers completed the questionnaire twice, first after the first 2 weeks of the exchange and second 2 weeks after the exchange was finished and job swappers returned to their home office.
Both job swappers agreed that they developed new skills during the job swap. They became more aware that they sometimes hear people, but they do not truly listen to what they are telling. They learned to strive to get the true message that people of different cultural background were trying to send, read between the lines, and pick up the non-verbal nuances. During the job swap, the job swappers developed into better listeners. Furthermore, job swappers got a better feel for empathy. They became skilled at putting themselves in another's shoes, an ability essential for account service professionals. These behavioral changes were the most realized personal development gains and advantages of a job swap.
Global job swaps are a unique opportunity for Chinese employees to gain first-hand experience with diverse business environments and cultures. Though, one cannot overlook the size of the investment a company needs to make to support such a program. Given the average training budget per employee per year, the job swap program costs (in particular as we only refer to one or a few job swappers) can be substantial.
Even so, in 2009, TBWA\China made an overseas assignment for one Chinese employee a reality. At the same time, the agency hosted a German employee in its office for the period of six months.
The 2009 job swap was kicked off as both agencies, in Shanghai and in Hamburg, saw the benefits that could accrue to the employees and the agencies from the exchange. Employees were provided with the opportunity to gain international exposure to a different business environment, insight into different cultures and societies, as well as the first hand knowledge of how other cultures approach agency operations and client relationships. Agencies expected to benefit by the ways of having more qualified and experienced staff who returns professionally inspired and equipped with a unique international perspective. Furthermore, agencies used the exchange to strengthen ties between them.
A questionnaire was distributed to job swappers to explore their self-assessment of the interpersonal and intercultural skills. Job swappers completed the questionnaire twice, first after the first 2 weeks of the exchange and second 2 weeks after the exchange was finished and job swappers returned to their home office.
Both job swappers agreed that they developed new skills during the job swap. They became more aware that they sometimes hear people, but they do not truly listen to what they are telling. They learned to strive to get the true message that people of different cultural background were trying to send, read between the lines, and pick up the non-verbal nuances. During the job swap, the job swappers developed into better listeners. Furthermore, job swappers got a better feel for empathy. They became skilled at putting themselves in another's shoes, an ability essential for account service professionals. These behavioral changes were the most realized personal development gains and advantages of a job swap.
Tuesday, March 30, 2010
"Family" as the Core of Corporate Culture
Family owned or operated businesses (private or public) and corporations with non-family members like to refer to themselves as a "family“ and this being the main building block for the corporate culture. You will hear and read, "we are like a big family" in their corporate literature, employer branding campaign, and from employee statements.
Whereas social and religious conservatives often use the term "family values" to promote a conservative ideology, businesses refer to "family" to demonstrate moving away from a command and control management approach.
In most instances however, organizations are selective about which elements of the "family values" they overtake and promote. More often than not, families are fueled by feelings rather than performance, forgiveness rather than accountability, and conformity rather than thinking outside-of-the-box. The problem for businesses is that sustainable organizations thrive on performance, accountability, and creative thinking.
Importantly as well, families tend to be hierarchical, particularly based on seniority, and instill self-control and moral obligations while demanding respect, discipline, and attentiveness. While the former is unavoidable, the latter is an ideal to strive for in the majority of organizations. Only the strongest cultures can however inspire and engage their employees.
Hence, the corporate concept of "family" primarily refers to how people communicate and interact internally. Associated beliefs include being loyal and trustworthy, caring for each other, and spending time together (including after work). In a way, being a "family" is a promise for a more supportive and less formal/cut-throat environment. In such organizations, employees know more about co-workers than they need to in order to perform well. They become pals.
Secondly, the "family" values in corporate context are particularly visible during two extreme stages of an employee's lifecycle; attraction (apparent in the employer brand promise of a compelling workplace) and separation (demonstrated primarily through alumni networks, e.g. BBH’s blacklist).
One final point, redundancy can become a major issue and limitation for the "family" concept at corporations. Though the concept of “family” differ across cultures, families around the globe have one thing in common, it is a bond that cannot be broken. When the family is struggling, family members are expected to hold things together and to help each other out. Excluding family members is taboo and hardly ever the question. Lay offs are common practice at many different “corporate families”.
Whereas social and religious conservatives often use the term "family values" to promote a conservative ideology, businesses refer to "family" to demonstrate moving away from a command and control management approach.
In most instances however, organizations are selective about which elements of the "family values" they overtake and promote. More often than not, families are fueled by feelings rather than performance, forgiveness rather than accountability, and conformity rather than thinking outside-of-the-box. The problem for businesses is that sustainable organizations thrive on performance, accountability, and creative thinking.
Importantly as well, families tend to be hierarchical, particularly based on seniority, and instill self-control and moral obligations while demanding respect, discipline, and attentiveness. While the former is unavoidable, the latter is an ideal to strive for in the majority of organizations. Only the strongest cultures can however inspire and engage their employees.
Hence, the corporate concept of "family" primarily refers to how people communicate and interact internally. Associated beliefs include being loyal and trustworthy, caring for each other, and spending time together (including after work). In a way, being a "family" is a promise for a more supportive and less formal/cut-throat environment. In such organizations, employees know more about co-workers than they need to in order to perform well. They become pals.
Secondly, the "family" values in corporate context are particularly visible during two extreme stages of an employee's lifecycle; attraction (apparent in the employer brand promise of a compelling workplace) and separation (demonstrated primarily through alumni networks, e.g. BBH’s blacklist).
One final point, redundancy can become a major issue and limitation for the "family" concept at corporations. Though the concept of “family” differ across cultures, families around the globe have one thing in common, it is a bond that cannot be broken. When the family is struggling, family members are expected to hold things together and to help each other out. Excluding family members is taboo and hardly ever the question. Lay offs are common practice at many different “corporate families”.
Tuesday, March 16, 2010
Engagement at the Expense of Personal Time
At Dun and Bradstreet, a great personnel policy aimed at protecting employees’ personal time has been introduced. Meetings cannot be scheduled on Mondays or Fridays if it requires people to travel over the weekend. This policy came into effect to demonstrate that the company cares and values people employees' free time .
In China such thinking is yet to come. Meanwhile, foreign companies like to promote the “work hard, play hard” philosophy expecting hard work and long hours as well as attendance of company organized “leisure activities”. After hours events are often an integral part of the company’s culture and engagement approach. In addition, managers sponsor these activities in order to improve team work and team spirit or to generally bring about more communication and friendships between foreign and local employees. Going out after work sometimes serves as a form of recognition for good team results.
After work socializing is often fueled by an expat manager's small circle of friends and lack of his/her family members in China. However, it is also sought out by Chinese employees as long as it is not too often and does not conflict with their private life such as the Friday family dinner. Eating together is a central element of Chinese culture and is considered a bonding endeavor.
Most of the time, departmental budgets support these activities. However, employees are sometimes expected to spend their own money. Since splitting the bill at the restaurant is fairly uncommon in China, each month a different team member may be expected to play the “host” and cover the evenings’ expenses.
Over time, many companies have started to realize that differences in taste between Expats and Locals cannot be successfully addressed during just one outing. As a result, some employees find excuses and do not attend . In turn, this low attendance causes a certain amount of resentment among management who feels that their generosity and efforts toward generating a "fun" workplace goes unnoticed.
Are the company activities after working hours really a payback employees expect?
In China such thinking is yet to come. Meanwhile, foreign companies like to promote the “work hard, play hard” philosophy expecting hard work and long hours as well as attendance of company organized “leisure activities”. After hours events are often an integral part of the company’s culture and engagement approach. In addition, managers sponsor these activities in order to improve team work and team spirit or to generally bring about more communication and friendships between foreign and local employees. Going out after work sometimes serves as a form of recognition for good team results.
After work socializing is often fueled by an expat manager's small circle of friends and lack of his/her family members in China. However, it is also sought out by Chinese employees as long as it is not too often and does not conflict with their private life such as the Friday family dinner. Eating together is a central element of Chinese culture and is considered a bonding endeavor.
Most of the time, departmental budgets support these activities. However, employees are sometimes expected to spend their own money. Since splitting the bill at the restaurant is fairly uncommon in China, each month a different team member may be expected to play the “host” and cover the evenings’ expenses.
Over time, many companies have started to realize that differences in taste between Expats and Locals cannot be successfully addressed during just one outing. As a result, some employees find excuses and do not attend . In turn, this low attendance causes a certain amount of resentment among management who feels that their generosity and efforts toward generating a "fun" workplace goes unnoticed.
Are the company activities after working hours really a payback employees expect?
Tuesday, March 2, 2010
More on Recruitment of Creatives
At Powell's Books in Portland, I picked up a book entitled, “Pick Me. Breaking into Advertising and Staying There” by Nancy Vonk and Janet Kestin, Chief Creative Officers at Ogilvy, Toronto. This book is a great resource for college advertising students and fresh graduates. I read the book looking for authors’ viewpoints on HR's role in an Agency.
Result: almost nil. HR had been reduced to in-house recruitment and external headhunting and by all means was not presented as a partner to the Creative Directors (CD) or a contact point for job seekers.
In the authors’ experience, “most of headhunters don’t know a great book from an okay one”. They further imply that in-house recruiters do not do their job right given that student “letters are getting lost in the big stack of mail that’s full of resumes".
According to Vonk & Kestin, headhunters can be, however, helpful in passing one’s CV to the CD and assessing what one is worth given their good understanding of salary benchmarks (p.77). But, they “don’t play much of a role in placing juniors” nor the very best creatives. The latter are “well known, and the CD often contacts them directly” (p.171). There were no good remarks on in-house screeners “a necessary evil at some big places” (p.44) either,
Instead, the authors suggest outsmarting HR. For example, the aspiring copywriter or art director should try to get the CD’s attention – the only decision maker while aspiring account service pros should approach the managing director (“Try sending the managing director of the agency a reel of your favorite spots with a smart list of reasons why you like them so much (heavy on references to good strategies and consumer insights)” p.126).
I am not going to cry for HR folks, but seriously where does it leave us? Is this industry-specific?
Result: almost nil. HR had been reduced to in-house recruitment and external headhunting and by all means was not presented as a partner to the Creative Directors (CD) or a contact point for job seekers.
In the authors’ experience, “most of headhunters don’t know a great book from an okay one”. They further imply that in-house recruiters do not do their job right given that student “letters are getting lost in the big stack of mail that’s full of resumes".
According to Vonk & Kestin, headhunters can be, however, helpful in passing one’s CV to the CD and assessing what one is worth given their good understanding of salary benchmarks (p.77). But, they “don’t play much of a role in placing juniors” nor the very best creatives. The latter are “well known, and the CD often contacts them directly” (p.171). There were no good remarks on in-house screeners “a necessary evil at some big places” (p.44) either,
Instead, the authors suggest outsmarting HR. For example, the aspiring copywriter or art director should try to get the CD’s attention – the only decision maker while aspiring account service pros should approach the managing director (“Try sending the managing director of the agency a reel of your favorite spots with a smart list of reasons why you like them so much (heavy on references to good strategies and consumer insights)” p.126).
I am not going to cry for HR folks, but seriously where does it leave us? Is this industry-specific?
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