Mistakes done by Recruitment team/Organization – leads to hire wrong Candidates

Mistakes done by Recruitment team/Organization – leads to hire wrong Candidates

It is a good sign that so many organizations know the real value of Human Resource. Most of the organizations facing falls in their market shares, even they have a good business strategies, enough budgets, good sales campaigns and advertisement and good brand values in the market. It is all due to hiring the wrong people or in other words placed wrong people in wrong place. So many big organizations spends huge budget in recruitment process, but due to lack of some points in their recruitment process they are not able to hire the right candidate. As per my 2 years corporate experience in HR fields I have found some mistakes, done by the recruitment teams and organizations during recruiting candidates, 

a.      Not have the clear idea about, what they are looking for:

Organization or managers are not clear about the job description and specifications needed for the vacant positions. They are not clear about how many experience and educations needed for this post, which leads to hire poor candidates.

b.       Focus on the skills not the behaviour:

To complete the job effective and efficiently, employee should have skills with positive behaviours. The recruitment teams thinks that we are able to hire the good candidates (he match with the JD and JS), after 1-2 months they know our decision was wrong, because they see s/he creates so many conflicts between other employees, which results low productions.

c.       Having too many people involved in the interview process:

Having unnecessary people in the panel of interviewer, this leads to select poor candidates. The best people for the panel are one HR and one related department head and supervisor of that position.

d.      Not Interviewing enough candidates:

Most of the time, the mangers says that, “I want to talk to the 3 best candidates, because I do not have enough time to talk everybody.”  Sometimes 4^th 5^th number candidates are best for organizations than top 3. So, I think take at least 10 candidates for the interviews, which gives you more options.

e.        Deadline for the hiring candidates:

Sometimes the company do not have the enough time to conduct the smooth recruitment process. They are focused in fulfill the position as soon as possible.  Here they hire the wrong people due to the lack of enough time for the process.

f.       Not asking great questions and not answering the employees questions:

Most of the wrong candidates are selected for the job, because the team asks wrong/poor questions.  For example, they ask define the customer satisfaction in the place of asking how we improve the customer satisfactions.

Most of the time team forget to ask to candidate, please ask if you have any quires about us. And sometimes the team member shows some rude behaviour by giving unnecessary answers, if candidate ask questions.

Lesson learn from Hitler leadersip

Lesson learn from Hitler Leadership

Every leader has negative and positive parts. We have take both as a lesson, what to do and not to do. In history Adolf Hitler is one of the most infamous leaders in world history. He was highly powerful individual, who had strong characteristic of being persistent. Hitler projected a personalized charismatic leadership, a style that is “exploitative, non-egalitarian, and self aggrandizing”. He was extremely focused on his personal control. Hitler was known for heavily critiquing those who reported to him and became angry and frustrated with mistakes. As a leader, he did little to build a relationship with his followers, focusing on direct control rather than mutual communication.

 Some of the most negative behaviours are, he didn’t trust on anyone, he believed he is always right, power focused not people oriented, and not discuss his vision clearly. He prefers to hire silent peoples, because they follow him without asking any questions. Basically he gave contradiction order to his subordinate, to place them into position where their roles and responsibilities are overlapped with others, which creates distrust competition and fighting among them, which helps him to maximize his power. He thought that he knows all things and made a right decision always. For example, On 1941, after got the victory on Soviet Union (Ukraine, Baltic, Belarus), He thought that now we had a power to win in every battle with any country and he decides to attack Moscow, US and Britain, even his Military officers said that we are not ready for it but he forced it and the result after the battle of Stalingrad on 1942, he got huge loss out of more than 600,000 soldiers, only 6000 were returned home. Which shows that over confidence kills you.

He analyses the weakness of his opponents and made it as a weapon to attack him. For example, at the time of great rescission on 1930, German suffers from great economic problems; at that time he made this point as a main weapon to attract the people. He dismisses the military contract to the china and makes a new relation to Japan, because Japan was the strong in economy. After reading his leadership styles I have learned these things to make myself strong in the field of leadership.

a.       Listen others to make a effective decisions

b.      Clearly circulate your vision and objectives to your subordinates

c.       Analyse your opponents thoroughly and identify their weakness.

d.      Make a good relationship with your followers.

 

 

Obstacles of Cross Cultural Communication in Business

Obstacles of Cross Cultural Communication in Business

In 21^st century, every organization wants to expand their business in all over the world. And international business are facing the new challenge to their communication structure due to major reforms brought about through internationalization, downsizing, mergers, acquisitions and joint ventures. So many organizations lose their business market due the lack of knowledge in cross cultural communicational skills even they have strong business strategies. The loss of clients/customers, poor working relations, stress, poor productivity and lack of co-operation are all by-products of poor cross cultural communication.

I think to make a effective cross cultural communication we must have focus on these points,

1. Language:

Language carries with it subliminal meaning and messages transmitted through vocabulary, stress, tone. The wrong use of words or emotions hidden behind phrases can send messages that affect staff self-perception, confidence and attitude. Critical languages cause poor interpersonal relationships and low self confidence whereas supportive language and tones has the opposite effect. These days, offices have native speakers of over 10-20 languages all under one roof. So it is important that the main language of the office is established. In addition, a company should ensure that all its employees are fully conversant in the main language.

2. Culture:

In today’s business world different people work together, who all are come from different cultural backgrounds, in terms of nationality, and, religions. They are difference in language, values, belief systems, business ethics, business practices, behaviour, etiquette and expectations. Cross cultural differences can negatively impact a business in a variety of ways, whether in team cohesion or in staff productivity.

3. Company Culture:

It is the internal culture of company such as, organizational chart, working style, delegation of authorities and other internal environments. For example, does the company view its different departments such as sales, production, administration and HR as closed or open systems? A closed system is one in which a total lack of synergy exists between a sales and production department due to structure and communication lies between the two. It is vital that team work, team building and team spirit are encouraged in order to create open systems. Many companies are primarily focused on the financial and strategic side of company operations. International businesses are now realising that many of their business problems have roots in man-management and communication.

4. Lack of communication:

Lack of communication is the major problem within most companies. It doesn’t mean lack of communication with staff is not solely due to lack of spoken dialogue. Rather it relates to access to information. For clear it, example, not giving feedback (negative or positive), informing staff of decisions and actions that will affect their roles or failure to properly communicate expectations are all ways in which information can be withheld from staff. This will eventually result in an alienated staff base that feels divided from the management and superiors. If mangers are too selective in providing information, this can cause suspicion and jealousy among staff and will eventually result in internal trouble instead of cohesion.

A management which does not and will not communicate and interact physically with staff demonstrates a lack of interest, trust and respects. Lack of communication in all its forms is unhealthy. Companies and mangers must be aware of how, what and to whom they are communicating.

In summary, the biggest hurdle to effective cross cultural communication is a reluctance to invest in the expertise and resources needed to overcome the problems as outlined above. Cross cultural hurdles are easily settle by giving some trainings over cross cultural communicational and provide proper information about other cultures.

Battle won: know the Leadership Styles of Gorkhali

Battle won: The Leadership Styles of Gorkhali 

Not everyone gets to be one’s enemy’s beloved – but with Gorkha/Gurkha regiment, things were different. On one hand they gave a tough fight to Germans during World War II and on the other, won Adolf Hitler’s admiration for their fighting spirit.

Some famous quotes about Gorkhali by World,

Osama said "if I had Gurkhas I will eat Americans alive."
Hitler said "if I had Gurkhas, no armies in the world will defeat me "
One Pakistani General said "if I had Gurkhas on my side, I will have my dinner in New Delhi".
Former Chief of staff of the Indian Army, Field Marshal Sam Manekshaw said "If a man says he is not afraid of dying, he is either lying or he is a Gurkhas"

Short amazing war story about Gorkhali

The East India Company tried to invade Nepal but in return, they suffered heavy casualties. Gurkhas trashed the British invaders hard, making them return without having achieved anything. The little Nepali fighters were, as if, born to win. With a motto – ‘It is better to die than be a coward’, each one, before dying, killed several of the opponent’s force by their conventional guns and khukris (a small Nepali knife); and yet, they were calm, simple people with a peaceful expression on their faces.

The British signed a peace deal with Gurkhas in 1815, thus including a Gurkha regiment in the British Army. The regiments stood by their British counterparts in every hour of their need and won 13 Victoria Crosses between them, the highest British award for bravery. More than 200,000 of them fought in the two world wars and have served in Hong Kong, Malaysia, Brunei, Cyprus, the Falklands, Kosovo, Iraq and Afghanistan. Even today England and India has a separate Gorkha regiment, and mixed force regiment in US Army and Singapore police.

The Gurkhas were especially unbeatable in close-quarter fights. Gurkhas gave Hitler’s German forces such a hard time during the World War II that he said in admiration, “If I had Gurkha, I can win the whole world.” He used to call them ‘Black Devils’. Though unconfirmed, it is said that as a token of his admiration, Hitler sent many gifts to Nepali kings. Apparently, the first Mercedes Car to the Nepali land was sent by Hitler.

Even in the Indian Army, the stories of Gurkha regiment are amazing. According to a popular story, during 1965 Indo-Pakistani war, Gurkha regiment was in combat at Tanot Mata border. Pakistani army had tall, hefty pathans recruited as soldiers. In an instance, a tall Pathan ridiculed the little Gurkha saying that the latter won’t even reach his waist. The Gorkha charged the laughing pathan and swung his small khukri. The pathan roared, “you can’t even reach me, midget”. After this, the Gurkha asked the Pathan to turn his head and the moment Pathan did so, his head dropped off. The Gurkha had sliced the Pathan in the blink of an eye, and the giant was lifeless even before he realized.

The Gurkhas fight for their prestige, people and their nation, with absolute disregard for their life or safety. Field Marshal Sam Manekshaw had rightly said, “If a man says he is not afraid of dying, he is either lying or is a Gurkha”

I have found some of the leadership qualities, which were shown by Gorkhali during wars, which made them winner.

1.      Aggressive nature: They are aggressive natured. They have control over their aggressive behavior, they show it when needed.

2.      Team Work: They believe in team. They treat each member equally and respect each other. They encourage and motivate each member.

3.      Determined: They are well minded on their goals and are only focused on their targets. They are self motivated natured.

4.      Loyal: Loyalty is the most important weapon of Gorkhali. They are loyal towards their nation and peoples and their  duties and responsibility

5.      Good Communicator: They are good listener and good communicators.

I think that this type of leadership traits guide’s people to make success in their goals. In today’s business world team work, determined, loyal and aggressive nature and communication skills are the most important.   

 

Succes mantra of Women Enterpreneurs

Seven Leadership Lessons from The World's Most Powerful Women

Now a days number of woman entrepreneurs are growing gradually, which is good symbol for the world economy. Most of the successful women have similar type of traits such as they have a power to take calculated risks, think bigger, delegated on their roles and responsibilities, and disciplined.

Stay Determined

The world’s most successful women really want it–and remain determined even in the face of obstacles. They have the skills, and they put the time in. But more importantly, they have the desire to do something great. Focus on your career and never quit it.

Delegate at Work and at Home

The most successful women have learned that they have to have help, and they have to have faith in the people around them – at work and at home. It is not easy, but it’s critical over the long term. One Mantra for success is “Get Yourself to that place”

Be Courageous

Women at the top aren’t fearless. They move toward their fear to continually challenge themselves. That takes courage. In 2011,Beth Mooney, CEO of KeyCrop Key, became the first woman ever to lead a top-20 bank in the U.S. Mooney began her career as a secretary at a local Texas bank, making just $10,000 a year, but soon realized she wanted something more. In 1979, she knocked on the door of every big bank in Dallas and asked for a spot in their management training programs. At the Republic Bank of Dallas, she refused to leave the manager’s office until he offered her a job. After waiting for three hours, he finally agreed to give her a chance if she earned an MBA by night.

That was a turning point in her career, one of many, powered by a courageous call to action—to champion herself and what she knew she was capable of. Later, she had the courage to move into roles she’d never done before, to pick up and move across the country, and to stick with it for three decades. If you’re not a little bit scared every day, you’re not learning. And when you’re not learning, you’re done.

Think Bigger

In order to achieve big success, you have to have big impact. When Michelle Gass, who is now leading 33 countries for Starbucks, started at the coffee chain, she was asked to architect a growth strategy for a just-launched drink called the Frappuccino. Her mantra: “Let’s think of how big this can be.” After countless hours testing ideas, she decided to position it as an escapist treat and added ice cream parlour fixings and new flavours.

Take Calculated Risks

As CEO of Kraft Foods and now Mondelez International, Irene Rosenfeld is very familiar with this one. A couple years ago she completed a hostile takeover of British candy company Cadbury. Not long after, she surprised the business community again with a plan to split Kraft into two separate companies, a North American foods company and a global snacks company. To move the needle, you have to make a big bets—but never rash—always based on a careful study of the outcomes. You have to know what you have to gain, and if you can afford to take the hit if it doesn’t go your way.

Remain Disciplined

It takes discipline to achieve and maintain success. You simply can’t do everything, and the world’s most powerful women stay focused on the areas that will have the biggest impact—from both a leadership perspective and a career management perspective. “Making sure people stay focused on what’s important and what matters most.” It is very easy to get distracted by new trends, new markets, and new projects—but when you extend yourself too far, the quality of your work suffers across the board.

Hire Smart

Over and over again women at the top say their best strategy for success is to hire people who are diverse, passionate and smarter than themselves–and then listen closely to their perspectives.

 

Hitler Leadership Style

Hitler Leadership Style
 Adolf Hitler is one of the most infamous characters in world history, known for his leadership in the Nazi Party and his role as chancellor of Germany in the early 1930s. He was a highly powerful individual who had a strong characteristic of being persistent. people recognised him as being very stubborn and he would not trust anybody but himself. In a way of leadership Hitler believed his decisions were always right and that nobody could have better knowledge about something than he held. Obviously there are also down falls to his leadership but the power he did have and the respect he commanded from people cannot be questioned.

As a leader, Hitler maintained legitimate power, however he could achieve it (Hughes, Ginnett, Curphy). When Hitler joined the Nazi Party, he felt that the leadership was divided and ineffective, paving the perfect path for him to take over. While there were many in the party who disapproved of his personal ambition, most recognized his abilities to generate public attention for the party; therefore, when Hitler threatened to resign in 1921, the other members decided to grant him overall leadership because they knew they needed his expertise.

 

Throughout his rule, Hitler maintained a mission and outlook that Sashkin would say fulfills the requirements of visionary leadership. He constructed a vision that stated the “Aryan race” was superior to all and “defined an organizational philosophy” that supported this inequality. Hitler and the Nazi party practiced what they believed in, starting the “new order” and expelling Jews from Germany by any means possible, including extermination. Despite the lack of respectable values, Hitler is a leader according to Sashkin’s definition.

While there are several definitions where Hitler can be considered a leader, there are many others that would denounce his leadership because it is lacking in respected morals and a relationship with his followers. Hitler projected a personalized charismatic leadership, a style that is “exploitative, non-egalitarian, and self-aggrandizing”. He was extremely focused on his personal control, insisting that the “ultimate authority rested with him and extended downward”. He assumed other positions so that ultimately he would have even more legitimate power, whether or not it was the best move for his party. This style is extremely dangerous for those who followed Hitler, as they were not heard, often punished for wrongdoings, and became supporters of the morally repugnant “new order.” Hitler harmed his party through his unrelenting control and lack of concern for others. Rather than create a collaborative and inclusive environment, as Burns would encourage, Hitler believed in giving direct orders without many others’ input.

Hitler was known for heavily critiquing those who reported to him and became angry and frustrated with mistakes. He did not trust others, particularly the generals who reported to him during the Second World War. Without establishing a two-way relationship, Hitler could not, and would not, rely on the opinions of others, resorting to his instincts and opinions. As a leader, he did little to build a relationship with his followers, focusing on direct control rather than mutual communication. McGregor writes, “Leadership is not a property of the individual, but a complex relationship among these variables.” Hitler underplayed and often ignored the characteristics of his followers, the characteristics of the Nazi Party as a whole, and the political context surrounding his leadership.
 

When examining Hitler’s leadership, it is essential to identify your own leadership model. Do you believe that morality and communication are key factors when developing a strong and effective leader? In hindsight, it is easy to denounce Hitler as a leader because of the pain and harm he afflicted on others. Heifitz writes that “leadership engages our values,” but what if those values are immoral and destructive to many parties? Hitler was a leader, mainly due to his positional power and influence on others surrounding his vision. However, I believe there is a difference between moral and immoral leaders, and when the vision is detrimental to multiple parties, the leadership is not a success.

Five key leadership traits

Five key leadership traits  

1. The ability to zoom

Leaders need to be forever running a filter in their minds: What is truly important, and what is truly important for them to focus on intensely. The distinction between these two is essential. Leaders have to choose the places where they can have the biggest impact. They need to decide on key areas of focus, and then zoom in on those specific issues or projects. And then they need another essential ability: to zoom out when it’s time – yet still support the team in moving forward.

2. The ability to lead in a complex environment

Any organization in today business environment must live in a matrix structure and function well with both internal and external partners. A “command-and-control” structure, in which a leader simply sets the direction and controls execution, is a relic of the past. We look for leaders who are good at getting things done without direct authority. Do they have good ideas? Can they build support for their ideas? Can they marshal resources from those who don’t work for them directly?

If they are able to make good things happen by engaging teams from customer service, to sales and marketing, to IT and Web strategy, to human resources, then they have one of the most important attributes of a leader. Today, everything is integrated and interdependent.

3. An exceptional ability to communicate

Communication is important because it sets the tone, it tells people what is important, it can galvanize. How to do it well is a challenge for people to trying to get to the next level. Those who can master it tend to see greater results as leaders, and in their careers.

4. The ability to learn and to teach

Most leaders know their business. They can stand up and talk about it, strategically, tactically, financially, operationally. This is table stakes.

Today, leaders have to absorb information quickly because the environment changes so fast. One technology decision, one regulatory decision, a critical customer experience issue, and your business can change dramatically. Unless you’re able to learn and adapt, you’re going to struggle. Leaders must have an unquenchable thirst for deeper insight. They must be natural teachers and draw satisfaction from sharing what they know.

5. Be authentic

Authenticity is the No. 1 quality I value in the people around me. They are self-aware, humble and stay true to their values regardless of the challenges at hand. Without authenticity, your team is like a house with a poor foundation. It won’t stand the test of winds or time.

Leaders hire slowly and carefully, and surround themselves with only the best. Great talent with the wrong values will be like vampires on your team, and will drain your corporate culture. Talent in combination with the right values will create an enviable culture and results for your business that your competitors can’t begin to copy.