Hello All,
I need your valuable suggestions for the below-mentioned subject "Use and throw of knowledgeable employees by management." Is it right to treat knowledgeable employees as disposable by management after a successful task? By doing this, is the company gaining or losing anything? Please share your experiences and how to avoid such practices in a company.
Regards,
Ashish
From India, Pune
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176I need your valuable suggestions for the below-mentioned subject "Use and throw of knowledgeable employees by management." Is it right to treat knowledgeable employees as disposable by management after a successful task? By doing this, is the company gaining or losing anything? Please share your experiences and how to avoid such practices in a company.
Regards,
Ashish
From India, Pune
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Dear Ashish,
Well, your query appears to be for the IT industry. However, please clarify in what context you have asked this question. Are you a professional or a student? Are you from the IT/BPO/KPO industry? Are you doing study or research of any kind? Are you the affected employee? Are you talking about some "Lala company where employees are removed at the whims and fancies of the owner?
Optimum utilization of resources is the mainstay of the business. Resources could be physical resources or human resources. To gain something, we have to get rid of something. However, we have to measure the pros and cons and then take a decision. While removing employees, many business owners do not bother to calculate the loss that it inflicts on their business. The cost of the loss of opportunities, the cost of the loss of brand image, etc., they do not take into account. For them, the removal of employees is just an accounting exercise.
Ok...
Dinesh Divekar
Beware of false knowledge; it is more dangerous than ignorance.
From India, Bangalore
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Well, your query appears to be for the IT industry. However, please clarify in what context you have asked this question. Are you a professional or a student? Are you from the IT/BPO/KPO industry? Are you doing study or research of any kind? Are you the affected employee? Are you talking about some "Lala company where employees are removed at the whims and fancies of the owner?
Optimum utilization of resources is the mainstay of the business. Resources could be physical resources or human resources. To gain something, we have to get rid of something. However, we have to measure the pros and cons and then take a decision. While removing employees, many business owners do not bother to calculate the loss that it inflicts on their business. The cost of the loss of opportunities, the cost of the loss of brand image, etc., they do not take into account. For them, the removal of employees is just an accounting exercise.
Ok...
Dinesh Divekar
Beware of false knowledge; it is more dangerous than ignorance.
From India, Bangalore
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It is not a desirable practice to make use of the skills of an employee and once the organization achieves its objectives, discard the employee. If the services of the employee are no longer required, he may be informed in advance.
From India, Madras
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From India, Madras
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Hello Dineshji,
I am an HR Professional in one of the leading MNC firms. My question is not related to me. I have observed an older experienced person, aged 52, struggling with management regarding the above-mentioned subject. He is working with a leading MNC in India. I don't want to disclose the name of that organization, so this query is not related to any specific company. Similar cases can be found in companies like Reliance, Birla, TCS, Infosys, and many other large MNCs.
We can see many people facing the same issues because only in big companies will you find the kind of talent that can handle such individuals. Smaller companies do not necessarily have the talent to handle and manage them. I am speaking about reality.
Even if you agree, sir, with the above-mentioned problems based on your experience.
In Hindi, "Project Khatam chalo iska kuchh karte hai, bethei bethei kya Karega" - statements like these are made in Annual General meetings. After management politics, a person often has to leave the company one way or another.
Sir, I need solutions for the same. Your valuable suggestions are expected.
Thanking you,
Regards
From India, Pune
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I am an HR Professional in one of the leading MNC firms. My question is not related to me. I have observed an older experienced person, aged 52, struggling with management regarding the above-mentioned subject. He is working with a leading MNC in India. I don't want to disclose the name of that organization, so this query is not related to any specific company. Similar cases can be found in companies like Reliance, Birla, TCS, Infosys, and many other large MNCs.
We can see many people facing the same issues because only in big companies will you find the kind of talent that can handle such individuals. Smaller companies do not necessarily have the talent to handle and manage them. I am speaking about reality.
Even if you agree, sir, with the above-mentioned problems based on your experience.
In Hindi, "Project Khatam chalo iska kuchh karte hai, bethei bethei kya Karega" - statements like these are made in Annual General meetings. After management politics, a person often has to leave the company one way or another.
Sir, I need solutions for the same. Your valuable suggestions are expected.
Thanking you,
Regards
From India, Pune
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Dear Ashish,
For every individual, how to stay "relevant" is a challenge. To achieve this, one must constantly upgrade oneself. The "pyramid" always narrows at the top, making the competition tougher than anticipated while at the base of the pyramid, especially during one's youth. My observations about middle-aged individuals are as follows:
a) Many have not expanded their knowledge beyond their technical or functional expertise. Businesses rely on finance, yet many lack basic financial understanding. Conversely, those in finance often overlook operational aspects.
b) They depended solely on their companies for growth and neglected investing even a small portion of their earnings in learning.
c) Soft skills, essential for their positions, are often lacking. Communication and presentation may not align with their roles, with some top executives unable to compose a basic business letter.
d) Computers are often underutilized, seen merely as advanced typewriters. Despite using smartphones, they primarily utilize basic functions, missing out on productivity-enhancing features.
e) Career planning was overlooked in their youth, a critical aspect for staying relevant. The book "What Got You Here Won't Get You There: How Successful People Become Even More Successful" by Marshall Goldsmith should have been read earlier.
f) Companies like Microsoft constantly innovate to remain relevant, as seen with their updated Windows versions. Stagnation risks irrelevance, evident in Google challenging Microsoft. Similarly, personal growth requires continuous upgrading.
g) Adapting to the evolving 21st-century social and economic landscape is crucial. Many cling to outdated practices and past achievements, failing to recognize the need for change.
Lastly, fate plays a role. Google's acquisition of Motorola at a high price resulted in subsequent layoffs, emphasizing the volatile nature of business decisions. The acquisition of patents, developed by Motorola employees, did not guarantee job security post-acquisition.
Ashish, in a hypothetical scenario where you start a business, similar decisions may need to be made regarding employee retention. The perspective on this issue varies depending on one's position.
Dinesh Divekar
From India, Bangalore
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For every individual, how to stay "relevant" is a challenge. To achieve this, one must constantly upgrade oneself. The "pyramid" always narrows at the top, making the competition tougher than anticipated while at the base of the pyramid, especially during one's youth. My observations about middle-aged individuals are as follows:
a) Many have not expanded their knowledge beyond their technical or functional expertise. Businesses rely on finance, yet many lack basic financial understanding. Conversely, those in finance often overlook operational aspects.
b) They depended solely on their companies for growth and neglected investing even a small portion of their earnings in learning.
c) Soft skills, essential for their positions, are often lacking. Communication and presentation may not align with their roles, with some top executives unable to compose a basic business letter.
d) Computers are often underutilized, seen merely as advanced typewriters. Despite using smartphones, they primarily utilize basic functions, missing out on productivity-enhancing features.
e) Career planning was overlooked in their youth, a critical aspect for staying relevant. The book "What Got You Here Won't Get You There: How Successful People Become Even More Successful" by Marshall Goldsmith should have been read earlier.
f) Companies like Microsoft constantly innovate to remain relevant, as seen with their updated Windows versions. Stagnation risks irrelevance, evident in Google challenging Microsoft. Similarly, personal growth requires continuous upgrading.
g) Adapting to the evolving 21st-century social and economic landscape is crucial. Many cling to outdated practices and past achievements, failing to recognize the need for change.
Lastly, fate plays a role. Google's acquisition of Motorola at a high price resulted in subsequent layoffs, emphasizing the volatile nature of business decisions. The acquisition of patents, developed by Motorola employees, did not guarantee job security post-acquisition.
Ashish, in a hypothetical scenario where you start a business, similar decisions may need to be made regarding employee retention. The perspective on this issue varies depending on one's position.
Dinesh Divekar
From India, Bangalore
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Ver well said Dinesh. I totally agree with him. The employees need to constantly replenish their skills in knowledge based industry. B.Saikumar HR & Labour Law advisor Mumbai
From India, Mumbai
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From India, Mumbai
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Your post reminds me of a discussion with my mentor on how we should make ourselves redundant at our jobs, especially before we are fired. This sounds strange, but it's true. Tasks and responsibilities will continue to change, and only our agility can help retain a career.
I agree with Dinesh - in the IT sector, talents are hired for the project. If the skill-set is too niche, they are released from the job upon project completion. Talent pools are good only for generic skills. Being put on the bench is rare these days.
I am sure you will find better jobs where a higher level of acumen would be required. Wish you all the best!
From India, Mumbai
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I agree with Dinesh - in the IT sector, talents are hired for the project. If the skill-set is too niche, they are released from the job upon project completion. Talent pools are good only for generic skills. Being put on the bench is rare these days.
I am sure you will find better jobs where a higher level of acumen would be required. Wish you all the best!
From India, Mumbai
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Dear Ashish,
Mr. Dinesh has beautifully explained how the once-so-called knowledgeable people become irrelevant in organizations with the passage of time and get jettisoned eventually because of their failure to keep abreast of trends and changes. Knowledge is similar to the flowing waters of an evergreen river, maintaining the continuity of the flow and confluence with the sea in order to take a different form, only to be back to the original but diffused everywhere. Years ago, somewhere I read as having said by Peter F. Drucker that efficiency leads to insubordination and eventually ends up in incompetence (exact statement not in my memory). In the words of Robin Sharma, "There is a cure for aging that no one talks about. It's called learning." However, people in the middle level of their career normally get stuck there, complacent and refusing to learn further. That's why middle-level managers are slowly getting eliminated from organizational charts nowadays. The examples cited by Mr. Dinesh are very apt and prove Drucker's epigrams -- "management has no power but only responsibility" and "Golden fetters do not strengthen the company." In the general election soon after World War II, the people of Great Britain did not vote Winston Churchill, who brought victory, back to power but only Clement Attlee, a better administrator.
Thank you!
From India, Salem
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Mr. Dinesh has beautifully explained how the once-so-called knowledgeable people become irrelevant in organizations with the passage of time and get jettisoned eventually because of their failure to keep abreast of trends and changes. Knowledge is similar to the flowing waters of an evergreen river, maintaining the continuity of the flow and confluence with the sea in order to take a different form, only to be back to the original but diffused everywhere. Years ago, somewhere I read as having said by Peter F. Drucker that efficiency leads to insubordination and eventually ends up in incompetence (exact statement not in my memory). In the words of Robin Sharma, "There is a cure for aging that no one talks about. It's called learning." However, people in the middle level of their career normally get stuck there, complacent and refusing to learn further. That's why middle-level managers are slowly getting eliminated from organizational charts nowadays. The examples cited by Mr. Dinesh are very apt and prove Drucker's epigrams -- "management has no power but only responsibility" and "Golden fetters do not strengthen the company." In the general election soon after World War II, the people of Great Britain did not vote Winston Churchill, who brought victory, back to power but only Clement Attlee, a better administrator.
Thank you!
From India, Salem
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True, the metaphor of the rivers given by Mr. Umakanthan is very apt. I just want to add a little that the seniors shall be like our rivers, which are ancient but always renew their waters with fresh water gushing in from the mountains.
B. Saikumar
HR & Labour Law Advisor
Mumbai
From India, Mumbai
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B. Saikumar
HR & Labour Law Advisor
Mumbai
From India, Mumbai
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Hello Everyone,
According to me, it is not right to make use of the skill of an employee and then discard him/her. If you keep on doing this, then nobody will agree to enter your company because today's era is one of collaboration, and employee satisfaction is very much necessary. It is improved only when you make the employee feel that he is being treated as a member of your company, not just a "USE AND THROW" of his skill.
Thanks,
Regards,
AMANJOT
From India
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According to me, it is not right to make use of the skill of an employee and then discard him/her. If you keep on doing this, then nobody will agree to enter your company because today's era is one of collaboration, and employee satisfaction is very much necessary. It is improved only when you make the employee feel that he is being treated as a member of your company, not just a "USE AND THROW" of his skill.
Thanks,
Regards,
AMANJOT
From India
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Hi Everyone,
I fully agree with Ashish on the "USE AND THROW" of his skill topic. This is not only prevalent in the IT industry but also in other large organizations. I have seen a reputable company hiring experts in the field of engineering and not treating them the same as their executive trainees. The company has institutionalized this practice, distinguishing between Level I - ETs and Level II - Non ETs during promotions. The individuals labeled as Non-ETs are often seen as underperformers.
It is unfair to exploit the expertise of experienced employees without acknowledging their contributions in improving or training their junior colleagues (ETs). However, these individuals often realize this after a few years and are left with the choice of either continuing in the same manner or resigning.
In a vast pool of executives (ETs) regularly recruited, such skilled individuals are scarce and lack influence. Employee satisfaction is crucial, and it is only evident when employees feel valued as part of a family rather than being treated as disposable assets. Unfortunately, such cases are often overlooked as they represent a minority.
As this topic is raised in this forum, HR professionals should address such issues and work towards eliminating such practices within their organizations. It is essential to prioritize employee well-being and take pride in eradicating such detrimental practices.
Thanks & regards,
AK Mathur
From India, Delhi
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I fully agree with Ashish on the "USE AND THROW" of his skill topic. This is not only prevalent in the IT industry but also in other large organizations. I have seen a reputable company hiring experts in the field of engineering and not treating them the same as their executive trainees. The company has institutionalized this practice, distinguishing between Level I - ETs and Level II - Non ETs during promotions. The individuals labeled as Non-ETs are often seen as underperformers.
It is unfair to exploit the expertise of experienced employees without acknowledging their contributions in improving or training their junior colleagues (ETs). However, these individuals often realize this after a few years and are left with the choice of either continuing in the same manner or resigning.
In a vast pool of executives (ETs) regularly recruited, such skilled individuals are scarce and lack influence. Employee satisfaction is crucial, and it is only evident when employees feel valued as part of a family rather than being treated as disposable assets. Unfortunately, such cases are often overlooked as they represent a minority.
As this topic is raised in this forum, HR professionals should address such issues and work towards eliminating such practices within their organizations. It is essential to prioritize employee well-being and take pride in eradicating such detrimental practices.
Thanks & regards,
AK Mathur
From India, Delhi
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Since we are discussing the longevity of talent in a job, here's an article on Twitter founders who are moving to start new products and services. You can find more information about the Twitter founders in this [article](http://mashable.com/2013/04/07/twitter-founders/).
From India, Mumbai
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From India, Mumbai
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Hello Dineshji,
Sir, I am thinking that if any company's HR Department is thinking the same as your opinion, then I have to change my job frequently rather than provide my full service to any management, right? Because if I serve any company for more than 10+ years, then my end will be the same as other experienced persons have, as per your opinion. So that's not a good thinking as per my view.
Regards,
Ashish Thakkar
From India, Pune
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Sir, I am thinking that if any company's HR Department is thinking the same as your opinion, then I have to change my job frequently rather than provide my full service to any management, right? Because if I serve any company for more than 10+ years, then my end will be the same as other experienced persons have, as per your opinion. So that's not a good thinking as per my view.
Regards,
Ashish Thakkar
From India, Pune
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Dear Ashish,
In spite of my long reply, why you came up with this conclusion is incomprehensible to me. I never said that employees should change jobs frequently. All I have mentioned is that one's growth is in one's hands. There are good times and there are bad times, and one should prepare for the bad times as well.
To overcome challenging situations, continuously learning new skills is crucial. Those who do so will never be sidelined. Acquiring new skills does not necessarily require changing jobs. Employees should not rely solely on the company for their development. Some self-improvement is essential. However, many individuals are reluctant to invest in learning.
Leadership lies in understanding the distinction between investment and expenditure. Yes, learning new skills may involve expenses, but it is an investment.
I have witnessed individuals who started as dishwashers in a star hotel and later became chefs, or couriers who advanced to managerial positions. Their learning attitude facilitated their growth.
"Uddharet Atma-atmanam," as Lord Krishna stated in the Bhagwat Gita around 5,000 years ago, loosely translates to "one must develop oneself. No one else can develop you."
Job changes are essential for personal growth. They enable individuals to meet new people and broaden their horizons. However, the company also plays a significant role. For instance, Toyota enforces a strict job rotation policy, limiting employees to three years in the same department. This practice enhances flexibility and reduces resistance to change.
Moreover, HR holds a crucial role in career planning and development. A well-designed career plan guides employees on how to progress. Implementing mentoring programs within the company is another effective way to nurture employee growth.
Mass layoffs have become synonymous with American corporate culture, influenced by practices like those at GE under Jack Welch's leadership. Yahoo also experienced significant layoffs during transitions in leadership.
Mass layoffs deplete a company's knowledge capital. From a Knowledge Management perspective, these actions are counterproductive. However, it's challenging to convey this message to CEOs.
I suggest revisiting my previous post to clarify any misunderstandings. Your interpretation of my earlier message baffles me.
Dinesh V Divekar
From India, Bangalore
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In spite of my long reply, why you came up with this conclusion is incomprehensible to me. I never said that employees should change jobs frequently. All I have mentioned is that one's growth is in one's hands. There are good times and there are bad times, and one should prepare for the bad times as well.
To overcome challenging situations, continuously learning new skills is crucial. Those who do so will never be sidelined. Acquiring new skills does not necessarily require changing jobs. Employees should not rely solely on the company for their development. Some self-improvement is essential. However, many individuals are reluctant to invest in learning.
Leadership lies in understanding the distinction between investment and expenditure. Yes, learning new skills may involve expenses, but it is an investment.
I have witnessed individuals who started as dishwashers in a star hotel and later became chefs, or couriers who advanced to managerial positions. Their learning attitude facilitated their growth.
"Uddharet Atma-atmanam," as Lord Krishna stated in the Bhagwat Gita around 5,000 years ago, loosely translates to "one must develop oneself. No one else can develop you."
Job changes are essential for personal growth. They enable individuals to meet new people and broaden their horizons. However, the company also plays a significant role. For instance, Toyota enforces a strict job rotation policy, limiting employees to three years in the same department. This practice enhances flexibility and reduces resistance to change.
Moreover, HR holds a crucial role in career planning and development. A well-designed career plan guides employees on how to progress. Implementing mentoring programs within the company is another effective way to nurture employee growth.
Mass layoffs have become synonymous with American corporate culture, influenced by practices like those at GE under Jack Welch's leadership. Yahoo also experienced significant layoffs during transitions in leadership.
Mass layoffs deplete a company's knowledge capital. From a Knowledge Management perspective, these actions are counterproductive. However, it's challenging to convey this message to CEOs.
I suggest revisiting my previous post to clarify any misunderstandings. Your interpretation of my earlier message baffles me.
Dinesh V Divekar
From India, Bangalore
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Dear Ashvan,
Once upon a time in Japan, at Toyota, news of industrial robots spread like a plague, demoralizing tens of thousands of manual car assemblers. An assembler by the name "Kenshi" embraced it like a gift from heaven, attended only-god-knows-how-he-self-financed robot-operation courses, and informed his boss that he was doing so...while others simply complained. When redundancies commenced, every manual assembler lost his job except...
I think you get the picture.
Regards,
Aung Ko Ko
From Singapore
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Once upon a time in Japan, at Toyota, news of industrial robots spread like a plague, demoralizing tens of thousands of manual car assemblers. An assembler by the name "Kenshi" embraced it like a gift from heaven, attended only-god-knows-how-he-self-financed robot-operation courses, and informed his boss that he was doing so...while others simply complained. When redundancies commenced, every manual assembler lost his job except...
I think you get the picture.
Regards,
Aung Ko Ko
From Singapore
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Dear Ashish,
Related to the discussion above, I came across the following article: [The Tech Industry's Darkest Secret: It's All About Age | LinkedIn](http://www.linkedin.com/today/post/article/20130422020049-8451-the-tech-industry-s-darkest-secret-it-s-all-about-age)
The article says more or less the same thing as what I had written in my post. Ok...
Dinesh V Divekar
From India, Bangalore
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Related to the discussion above, I came across the following article: [The Tech Industry's Darkest Secret: It's All About Age | LinkedIn](http://www.linkedin.com/today/post/article/20130422020049-8451-the-tech-industry-s-darkest-secret-it-s-all-about-age)
The article says more or less the same thing as what I had written in my post. Ok...
Dinesh V Divekar
From India, Bangalore
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