FROM:- Vinod Kumar Mehandru @ CEO'S DESK - April 13, 2011

ARE YOUR MANAGERS READY TO RECRUIT

Nimble introduces Brinstorming Workshop on Art of Recruitment

In the picture 3 Idiots, Sharman Joshi's Interview during Campus Placement is very revealing and interesting. He is very frank and shows his attitude. In real life how many would select a candidate for being so upright!. May be we are afraid to hire employees who mat behave differently from our expected norms.

That throws in the question of some-one being selected highly depends on the Paradigms governing the attitude of the Interviewer. Sometimes it can be a loss for the organization if some candidates are rejected on account of the thought processes of the interviewer.

It is interesting to know that we hardly expose managers and senior managers in the art of interviewing. Whereas adequate advances have been made in this art, including competency based interviewing - the lack of awareness and the seriousness with which interviews are held can lead to hiring wrong candidates.

Is it time to do some brainstorming? Nimble can facilitate this process. Contact us by sending an eMail to VK (vkm@nimble.in) or PAwan (pawan@nimble.in) or call us up - VK - +919810008276 or Pawan - +919322105859.

We guarantee our brainstorming session with your managers would improve the hiring process with consequently better return on efforts made.

VK

April 13, 2012

FROM:- Vinod Kumar Mehandru @ CEO'S DESK - December 13, 2011

ARE YOUR MANAGERS READY TO MANAGE

Nimble introduces First Time Manager's Training

Conventionally, organizations promote good performers with high potential to positions of higher responsibilities. Performing well in positions lower than the supervisory / managerial level mostly depends on value addition based on job-skills and knowledge also known as RUGGED INDIVIDUALISM!. However, the promotion to the managerial level requires additional soft skills which most of the First Time Managers (FTM) did not have an opportunity to understand, develop and practice at lower levels. Many FTM™s who were considered A-players (high-flyers) get frustrated and start getting de-motivated when they are not able to quickly understand the basics of getting work done through their team members. As we all know, the art of influencing and team-work along with some personal skills play a major role in success of FTM's.

Nimble recognizes this need of FTM's and has observed and experienced their effect on organizationls performance at various client organizations. We have developed extensive content to conduct a workshop for FTM's to reinforce the expectations which organizations have from FTM's.

We are pleased to enclose our brochure describing briefly the FTM Workshop for your First Time Managers! Should you be interested to seek NiMble's help, we can discuss it further with you and your team and take it forward. Simply send an eMail to VK (vkm@nimble.in) or PAwan (pawan@nimble.in) or call us up - VK - +919810008276 or Pawan - +919322105859.

You can count on Nimble's wide experience of Management Consulting in diverse Industry Segments.

VK - Dec 13, 2011.

FROM:- Vinod Kumar Mehandru @ CEO'S DESK - August 12, 2011

RATE yourself for Credit-Worthiness

Nimble introduces Excelrate© for quick results!

Studies on survival rate of new enterprises show that only about 30% to 50% survive beyond the 5th year of their existence. This would vary across the world. India is a growing market (as of now) and our survival rates are better. However, inspite of the favourable environment, the rate of growth of many Small & Medium Enterprises (SME’s) is stalling. Among various reasons, the lack of access to capital for growth and day-to-day working ranks quite high!
By their nature, SME’s have no time to think and work on a Strategy which would help them GROW! The day to day routine problems keeps the Proprietor / Management busy. Imagine if you do all the home work and studies for your child – would it help him / her grow? This would keep you busy all right – but at the cost of the child. This has parallel in the Business where the proprietor works within the Business rather than on it! The SME becomes a full time employment for the proprietor rather than a business which needs to be worked upon to help it mature & grow. Systems, Processes, Leadership, Succession, Sustainability, etc. do not get adequate attention during the infancy stage of Business.
When SME’s go to a Financial Institution or a Bank to get a loan, the lacunae or absence of a Strategic Plan for Growth supported by adequate Management Practices, Human resources etc. makes it difficult to get the loans sanctioned. Even when a Loan is sanctioned, the interest rate charged is higher, if your organization is poorly rated by the Bank.
Nimble supports organizations by bringing in its’ experts to study your organization from its’ creditworthiness angle and advises the shortcomings which can affect your success / failure to attract Finances. Interested – ask for our brochure or get in touch with me at vkm@nimble.in or Pawan at pawan@nimble.in or Chandrashekhar Dhone at cs@nimble.in

VK - August 12, 2011

FROM:- Vinod Kumar Mehandru @ CEO'S DESK - Feb 21, 2011

Culture and Core Values – role of Leadership

I was recently Chairing a Session on “Promoting Business Excellence – Through Best Quality Practices for Sustained Success of an Organization” at Amity University,  NOIDA. Lt. General Lal – was the Guest of Honor. With his vast experience, he was absolutely clear about the role of culture and leadership in attaining Business Excellence. I would like to share one good example he shared. (These are not his exact words – but my understanding!).

In a production company a control parameter for temperature was supposed to be kept at 300C (Upper Control Limit - UCL). The shop supervisor reported to CEO that he is shutting down the plant since this control parameter is at 302C and that he is not able to bring it back within control limits. The CEO looked at actual value of the parameter – just 2C deviation! Supervisor again insisted that it was beyond the UCL.

CEO was under pressure to deliver the production in time and did not wish to default on delivery schedule. He therefore told supervisor to continue the production and that 2 Degrees Centigrade deviation from UCL would not effect.

General Lal linked this episode to the Culture of the organization. CEO had unknowingly suggested to the employees that the expectations written down in QC documents approved by the management need not be honored in entirety.  The message was clear - limits set in process documents can be exceeded and need not be taken seriously. Breach in culture / values had taken place.

How would the Supervisor take decision next time? Unknowingly, the level of decision taking has been relegated to higher level? Does he have to check every time? Can he go to 310C? …How can such an organization excel in Business – if the top brass itself relaxes on quality and norms? If 302C is acceptable, why is the norm of 300C specified in the first instance?

This simple example illustrates the contribution of Senior Leadership Team to Culture of the organization. If the leadership team cannot walk the talk and accepts poor quality and non-adherence to prescribed norms and requirements – the employees cannot be blamed for poor commitment to Client Requirements. I have seen many organizations accepting deviations from norms without any consequence to the responsible employee and letting him/her off without even a feedback. One seemingly simple decision  – takes the organization down the spiral of Business Excellence!

Who in your organization is responsible to set, keep and honor the Culture and Core Values of the organization? Do you have the Core Values defined and discussed with your team?

NiMble can help you conduct an internal workshop to define your Value Statement contact me at vkm@nimble.in or Pawan at pawan@nimble.in  You would find a marked change in working environment in less than six months – if you follow our tested implementation plan. But are YOU ready to walk the talk?

VK - Feb 21, 2011