A headhunter called up a candidate. After a 15-minute conversation, the headhunter told the candidate, “Sir, at your age it is no longer easy to find a good corporate job.”
I hate it when people start addressing candidates by “sir” or “ma’am”. Why can’t people be addressed by their names?
If you have been told by people that your age makes it difficult, they are probably right. But you need not be told cause you already know it.
Age discrimination is fast becoming a habitual hiring criteria and it takes a lot to break out from this stereotype that corporations have. Discrimination of any kind is not right. Yet people just find themselves naturally drawn to such a practice because of personal preference. Even the job portals adopt the age range and display that in the shortlist for companies to filter. When you are the victim of such, the only way is to steer away from such employers. Don’t try to prove the world wrong. There are still a handful of organisations that are nice enough to hire older people for jobs that need the experience, the bandwidth and maturity. If you find a potential employer that short-changes you because of your age, it is highly likely you will not be happy working in that organisation.
Job seekers in their 40s and 50s just need to work a little harder at searching out good employers that are not age sensitive. Older industries like banking, manufacturing, consumer goods, energy, health and pharmaceutical are your better bets than IT, telecommunication, digital media and shared services.
A client once told me that he could not find people that would fit into his company. He had looked to replace many positions in his company for months and he never found the right people.
If you are telling yourself that, you’re probably having a problem you need to fix. So I asked him, “Why do you find it so difficult to find the right people?”
He replied me, “Our company is different. People need to know how to adapt.”
What makes his company different from any company? It’s what I call culture. Systems, people, leadership, processes, and values form the culture. So my next question to him was, “What is the right type of people that can fit?”
“Adaptable people, of course!” I could tell he was getting frustrated.
“Adapt to what Mr Client?” I must keep frustrating him in circles of endless questions.
“Adapt to our culture, the way we do things here, the way we handle business here, the way we interact here,” he said.
“What’s so special in your business that all these candidates out there could not seem to do right?”
“We need people who go with the flow. If they come from a structured environment and have things done professionally and systematically, they won’t fit in. If they had used big systems to do their work, they won’t fit in. If they had followed strict policy guidelines and don’t know how to bend the rules when situation arises, they’re not right. Most of these candidates come from large companies where they’ve been trained to speak up, be visible, be inquisitive..get excited! I can’t accommodate their dreams. I want people to listen to me and do I what I ask them to do.”
“Mr Client, if that’s case let me be frank with you. Let me walk away now. My purpose is to find good candidates. I don’t think I can find you ‘good candidates’. I’m very sorry to have wasted your time today.”
Companies need to understand that attracting good talent comes with a big price. This price is what I call the FIX price. It’s not about change. You can keep changing and nothing you do will ever attract talent because the change does not add value to your supply chain. Mr Client has inherited problems over years of running a business that compromises its values. The company has lost its integrity, its transparency, its excellence, and humility. It has disconnected itself from reality. To find candidates that are willing to go to that level of disowning themselves and be like the company is suicidal.
Employers like Mr Client often find themselves not only having trouble hiring but also trouble retaining people. They talk a lot about talent management but they have no idea what that big word entails. If they don’t care about fixing the problems in the company to streamline their processes and create a conducive environment for their employees, forget the whole nine yards of employer branding and talent attraction. What goes on in the company determines how people view the company and whether they can attract the industry’s top talent. i have worked for some of industry’s top Fortune 100 companies. No matter how Mr Client and his compatriots think ill of these large multi-national corporations, they have got it right on talent management. Otherwise, people won’t be clamouring at their doors for their CVs to be read. Branding can be as simple as providing the basic necessities of proper office equipment to work, a pantry to catch up with colleagues for a cup of coffee, a system to automate all the mundane tasks, subsidized lunches, cutting the fat at the top, free employee parking, flexi-work, proper pay for performance structure, non-discrimination against race, gender or religion; all of which don’t cost companies a lot compared to chauffeurs, lavish cars and executive lunches for directors that cost a thousand each, unnecessary business travel when a simple skype call could have easily done the job, etc.
Fix It. If you fix the unnecessary expenses that suck up almost fifty percent of your operating expenditure and move that to eighty percent of the staff force, it’s one simple way to get the attention of the public in a good way. Why has the concept of branding become so difficult and full of dazzling frameworks when the basics isn’t right?
We get a solid hour off at lunch during our working day. What we intend to do during this hour makes a difference to the rest of the day. For me, it’s different everyday. The last thing we want to do during our lunch is to always go with the same group and bitch about all things related to work. Another even worse thing to do during lunch is to eat with someone who looks away when you talk or looks down at her food and says nothing throughout the hour! We need to choose good lunch partners that will encourage us and keep that hour a healthy and positive one.
I have days I sit behind my desk and write. To many it’s unthinkable – especially in the Asian culture where social lunches drag on for upto two hours. I like to read motivational articles from the net while I have my sandwich. I’m the sort that like to kill two birds with one stone. There are days I make appointments in advance with friends or colleagues from other departments to share best practices and seek advice. There are days I break off from the usual lunch routine and join the prayer group.
Whatever we do at lunch must not be just a routine of eating. It’s a solid hour when we can practise our autonomy to make decisions that will make impact to the rest of the working day. If we work 20 days a month, that’s 20 hours of lunch that can be used for something that contributes to meaningful tasks I can reflect on. Time is a resource God has given to us. We may spend all our waking hours working but we may also choose to talk to people, help our colleagues, be a listening ear to someone at work, and do some really wonderful things besides just work to bring purpose and meaning to our waking hours.
We get that all the time. Nasty bosses or colleagues who make us feel bad or small often take a toil on our work life. It’s just a chronic syndrome of escapade. “It takes more than that daily grinding from my boss or a scandalous email or the evil bitch to make me quit” – just tell yourself that and you’ll be fine. It takes a lot for me to change jobs nowadays. I would never quit just because a few miserable people try to put me out of my job. And I tell it to my team. Let’s face it – we’re all humans. We are hurt by bad, manipulative people. But it should make us stronger and tougher. It shouldn’t make us run.
People often make irrational decisions and quit their jobs just cause they hate the sight of their bosses. I’ve had my share of bad bosses and horrible colleagues. I just tell myself that it’s their problem, not mine. If they shout, it makes me feel like they’re the fool, not me. If they spread lies about me, it makes me feel like they’re just jealous of my success. If they argue on unreasonable grounds, that just tells me that they’re insecure and they need a self-elevated outlet. Whether it’s anger, slander or pride, it is still their problem.
“Don’t fire yourself,” I tell my team. That said, I don’t stop people from leaving the organisation. I just make sure they don’t leave because of a handful of unpleasant people. Bad and evil people are in all organisations. No company is perfect. If we start running away from them, we’ll be running all our lives.
One night at work, I received a call from an angry manager. I don’t report to her. But she was acting out of stress, frustration and panic. I listened. She rattled on for about 10 minutes. I told myself “She is not angry at me. She is angry at the system.” So that helps me to stay calm and listen. Suddenly her voice got quieter and it melted to silence. Then she sighed. After she’s caught her breath, I started to pick up a slower and softer voice in contrast to her loud, disrespectful tone. Soon she caught up and paced with me. For the next 30 minutes we spoke about holidays, family, health, and topics that were irrelevant to the original subject of her call.
This morning, one very young senior manager started to scream at me in the hallway. I’ve anticipated his ill behaviour. Here was this young 35 year old punk shouting at me while on-lookers just stared at us thinking he was my boss. I smiled at him and walked off. Why didn’t I shout back or tell him off? Why was I so cool about it? I didn’t think it was necessary for me to exchange conversation with the lunatic. Secondly, he thought by being the more senior would make him more superior. Wrong. I thought he was a disgrace to the organisation. At his age, he should be sent back to management training. At his level, I’d expect a higher level of finesse in handling people. I’m not easy. I can be difficult. I like smart people. For someone to resort to shouting to get my attention deserve the least of my respect. If he calls himself a senior project manager and has to shout to get my attention, I’m very disappointed that the organisation would even promote him to the level of a country head.
You see the reaction? When you switch out of your self-pity mode and start to think analytical, you get a different perspective of the other person and yourself. Why should you subject yourself to belittlement and quit? Stay.. you have every right.
As a corporate recruitment and resourcing person, I am usually uncomfortable when companies roll-out changes to their performance appraisal system with policies that are untested, unproven and out of the norm. If a system works, let’s keep it. Let’s follow industry’s best practices. That’s what I’d do as a Talent Manager. Bottom-line to any work is the satisfaction, fulfilment, and most importantly financial rewards. What’s the point of being told you’ve done well when your salary remains the same for the last 2 years?
Recently, the company tried to maintain the attrition rate at 26%. I was flabbergasted at the rate they proposed because my previous clients and employers preferred anything below a 10%. So when the top officer implemented the ‘one-grade’ system, I was shocked beyond words. This system will assume every employee an AVERAGE worker. The senior management wanted to maintain a high percentage of AVERAGE workers by grading everyone a “3” on a “5” pointer scale.
If a manager decides that a staff is better than average, the manager needs to send a very strong justification to senior management to get it approved. If and unless the manager can cook up a ‘good story’ for the staff, the rest is history. When this plan was implemented performers were outraged. Those who worked harder than others taking up added responsibilities and bigger scope of work were immensely furious. Their colleagues who were entrusted with less and achieved less had the same score!
The salaries were frozen, bonuses cut and promotions made intensely difficult. This was a good reason for good people to find better employment. In previous companies where I used to work, workers were appraised for their contribution, quality of work, attitude, interpersonal, initiative, service level, etc. Here in this company, all these attributes became next to nothing. If you covered your colleague and helped her as a team player during her time of need, you are still seen as the AVERAGE worker. No credit was given to team work, leadership, initiative and kindness.
Having worked in many corporations – some large enough to be reckoned as leaders in their industry, I am enormously shocked at what I call a ‘socialist’ grading system in this organisation. All equal unless proven different. For someone like me, I knew immediately this was a company with no future for me. I like to be rewarded for bringing value to the organisation by being a team player, coach, leader, and taking up additional role and responsibility which now have evaporated to nothingness. I now have to prove what I do has uniquely brought significant improvement to the organisation. This again is so subjective. If I meet all the stretched objectives, I am nothing but an average Joe. In summary, I’ve told management this is wrong but they told me I’m wrong. They say that ‘people who work hard should not be rewarded because it’s a sign of inefficiency’. I told them there are two classes of hard-working people. One group who values the learning experience of added responsibilities and willing to go the extra mile to ensure things do not fall as a result of laggards or irresponsible team mates. Another group that is genuinely unproductive. If the management doesn’t differentiate the two, then there is seriously something lacking.
In the last 2 days after the performance grade is announced, people have come to me with complaints. People who think they have contributed more than others told me that they will now switch to the average Joe because if that’s what the company thinks, then that’s what the company gets. If a company offers no future to those who go the extra mile to hold things together for their team, then the company does not deserve them. It’s only right for them to move on to other organisations instead of punishing themselves to perform below par. I trust there will be truck loads of resignations from the genuinely good and sincere workers. The laggards will definitely stay cause they know they can get away with this ‘socialist’ grading system. Such a pity… really. Does the management know what they’re doing? It baffles me.
I don’t think tears has anything to do with one’s capability or performance. Tearing up or crying is an emotional gesture. It is not a sign of weakness. Some people can’t cry and some people cry a lot while some have their tearing moments. I have had recent encounters with really good and strong bosses who tear up. It is a language to be concerned for if we have the right emotional response towards it. If your boss thinks you’re weak just cause you break down and cry, then he or she does not deserve to be in a leadership position. A leader empathizes and understands every body language including that of tears.
Some show frustration through anger; some through tears. Some show sadness through silence; some through tears. Some show gladness with laughter; some through tears. Some show relief through a smile; some through tears. Tearing is just another emotional gesture and it is strong is some people and weak in others but it doesn’t conclude weakness.
Since there’s a general understanding that crying is a career killer in the corporate world, it is better for us ladies to hold it back if we can control it. The way to do this is by taking a very deep breadth. You look up the ceiling, pull your shoulders back and breathe hard. It pushes back the tears. There’s no need to run and hide. This is the fastest way to recharge yourself from an emotional meltdown.
“Ahem – this morning I’m going to tell you that we are going to remove Sandy from GEC account and replacing her with Andy. Abbie will be moved to Beijing office and I will now manage all of Abbie’s accounts in our local office,” the boss announces.
You can see the shock on everyone’s face including Sandy, Andy, and Abbie.
“Did boss tell you about this change before he made the announcement?” I ask Sandy.
“No, gosh no! What am I supposed to do now? GEC is my only account,” Sandy looks extremely worried and tears start to well up in her eyes.
“What is Sandy’s new role?” I ask the boss.
“I haven’t decided,” he replies.
“Then why is she removed from GEC?” I ask.
“GEC wrote me an email last Tuesday saying they had a problem with the last batch delivery. So I assume Sandy did not manage that delivery well. So I decide to remove her from GEC.”
Norman is our new boss on the job for 2 weeks. He comes from our back office call centre operation. Front office client services is new to him. Apparently he thinks being the boss means he needs to boss us around to get things done. We’re not allowed to ask him where we’re going or how we’re getting there. After a month, none of us in the team knows what his plan is. The team is reorganized without anyone’s consensus. It was all about Norman and his own personal agenda. Everyone in the office knows he dislikes Sandy and Abbie. Andy is someone we hardly know that’s transferred from back office call centre to take over Sandy’s job. Sandy is left without a role. And Abbie is left without a choice but to relocate to China!
Although names and actual events are modified in the above scenario, this is taken from a real scenario of a case I’m currently participating in. Here we see a series of actions taken by a dictator manager who seems to know everything and forgets there are ‘passengers in his vehicle!’.
True to my anticipation, I revisited the team three months later. Sandy has moved to the regional office and taken up a bigger role with her previous manager. Abbie resigned and joined a competitor as Vice President of their regional marketing office. Andy struggled in Sandy’s old position and received an enormous list of complaints from customers who found that he could not manage the work. Norman’s probation period was extended and the management gave him several warnings against his hasty decisions.
If you find yourself as a ‘passenger’ in such a ‘vehicle’ with a driver that does not care about your existence or your well being, it’s time to either ask for direction and if you’re not getting an answer, it’s time to alight from that vehicle. If you know you have a careless person in the driver’s seat and you can’t seem to control where he’s going or how he’s driving, there’s that decency to shift out unless you want to risk a tragic end.
So you ask yourself, “Why do companies hire people like Norman into such critical positions?”
For that, you need to ask the organisation that employs someone like Norman. Sometimes they do not anticipate his downfall. Sometimes they think his success in back office can be replicated to front office operation. Sometimes it can be political maneuvering. Companies that do this often don’t consider the employees’ welfare. Either they are of the opinion that people like Sandy and Abbie are worth the risk because they don’t really care. Whatever it is, if you’re the individual caught in the passenger seat, I suggest you stop the driver to ask or get out of the car early enough before it crashes.
Companies usually make an employee redundant for 2 reasons:
1. To manage the employee out of the organisation
2. To move the employee to a new role (if the redundancy is for short-term)
In my honest opinion, if your boss tells you to make yourself redundant, it’s usually not a good sign. Once you see your responsibilities being stripped off from you and transferred to other co-workers, you will naturally get worried. Unless the boss informs you of your new role and responsibilities, it is most likely that the shift to redundancy is a plan to manage you out. You will see yourself excluded from meetings, removed from the usual loop of communication, given explicit instruction to hand-over, and asked to provide documentation of all your work processes to your boss. You will feel like your services are no longer required.
Even if the likelihood that you’re given a new role, the management should meet with you and discuss that role with you in detail before removing every task from you. Whether a promotion is involved or just a lateral transfer, a clear communication to the worker will be set in place for the transition plan. An announcement by the management to your team is also vital to assure everyone your redundancy is meant to move you to bigger and better things. If none of the above is happening and you feel emotionally challenged that you’re being cast out, you can opt to seek clarity from senior management in the organisation or your human resource department. Do not fall victim to political maneuvering. Sometimes exit plans are created for non-performers and those with disciplinary issues. But if you find yourself in neither position and know your boss has a personal agenda to remove you, then you must take up your rights as a corporate citizen to speak up. Besides, certain bosses have had a history of managing good employees out just so they could hire their own cronies to take over.
My first and utmost advice is to seek clarity from management and HR. If you are not getting anywhere with this, apply for a transfer. If that is still not working out, you’ll have to find a job in another company.
When they’re practically showing you door!
It doesn’t have to be in an explicit pink form because they usually don’t do that unless they have a really good reason for it. Here’s a real story of someone who for the first time in his life was indirectly forced to leave his job.
Aaron (name is changed to protect the privacy of the person) has worked in several large corporations for the last sixteen years of his career. In the recent two years, he was head-hunted to join X company. He didn’t get along very well with his new boss. Nevertheless he still did his best given the fact that his boss wanted him out. He was practically thrown with every unjustifiable task and piled on with numerous responsibilities. When he saw his performance report, he knew it was totally biased. Aaron had always received very good appraisals for the last fifteen years and this was the first time he saw a below average report of his performance. Would he want to bother talking to the boss? Maybe not. It would just be a waste of time. He would be harassed with whatever his boss had in store to press him down further. His colleagues who did less and achieved far less than he were given accolades and recognition. He understood it all to be his boss’s intention to get him out. No increment, no promotion, not an ounce of recognition for all the hard work, and Aaron practically did about 70% of the work in the department to keep things going for the team.
Aaron knew he was practically shown the exit. He wanted so much to take legal action against the company but he thought it would lead to nothing more than sleepless nights and more money spent on legal fees. But Aaron knew that his skills would be much sought after by other more deserving employers. He has had a good track record in the past. Although Aaron felt uneasy going to work on most days knowing his boss was tying to throw him out, he just remained focus on getting a new job and not for a day slacked in his current one.
When the opportunity came, Aaron resigned. Aaron waited two years and all that time he was harassed and bullied by his boss. If you thought your situation was bad, think about Aaron who endured.
“It was the toughest two years of my career. But today, I’m a much stronger man. Looking back, I knew I shouldn’t have taken up that job. But fate had brought me there and I’ve learnt so much. I now learn to appreciate my boss, my colleagues, the new environment and everything here is so pleasant as I compare it with what I had before. Although this is not a perfect place for anyone, it’s like working in heaven for me now!” Aaron joked and laughed.
Ever experienced panic attacks at work when you’re so overwhelmed you can hardly breathe?
Are you facing a nervous breakdown that you wish you could just go on a long sabbatical break and drop the whole load of sh**?
Do you have sleepless nights thinking about your work or frustrating weekends thinking about the amount of responsibility you alone have to carry while the rest of your colleagues are enjoying their time away from work?
I can practically relate to all the above. I have a super demanding job and while I’m at it, I’d better do the best I can to make it work for me. Even if you’re looking for a job change, it’s not going to come so soon. I always remember what my ‘dad’ tells me – “Just be appreciative of the guy who pays you your salary even if he’s a jerk.” If you tell yourself that, you’ll feel much better.. trust me.
1. Take a temperature check at the start and end of the day. Do you start your day right? Pen and notepad, I’d walk off from my cubicle with coffee in hand to a private corner and start writing. I make a priority checklist and I divide the tasks into time slots. How and what am I measured? What are my core duties? Am I letting some trivial tasks to take priority over something important? If I’m spending too much time on those bottom list tasks, is there a way to exclude or remove them? When you’re done for the day, browse the checklist again and see if you’ve achieved what you’ve set out for that morning. High achievers and successful people measure their own performance everyday.
2. Once you know what takes priority in your work, you know when to step on the accelerator and when to pull the brakes. If my boss comes to me with something that’s not in the top of my list, I’ll ask him a few simple questions – “When do you need this? How important is this to you? What is the purpose of doing it? Who needs it?” Questioning your boss isn’t insubordination. It’s about managing your workload. Smart people don’t take every sh** that’s thrown at them. They work around the system to focus on first things first. Learn to say ‘no’ with a smile and a good reason.
3. Delegation is a key must-have. If work is piling up on you, it’s time to talk to the boss and ask for resources. Once you’ve got your team, structure and delegate properly so you get the most out of every individual. Don’t try to take on everything. If your boss isn’t providing you the resources you need, ask yourself why not? Perhaps you have not tackled the inefficiencies. Maybe he knows that you’re trying to avoid work.
4. Turn it off. I make time to be away from emails, phones and colleagues at least 30 minutes a day. I’m not talking lunch or toilet breaks. I meant walking around and talking to people from other departments. I make new friends and start talking about their work rather than mine. This way, I turn off from my stressful routine to focus those 30 minutes on someone else’s life.
5. Keep the bosses in the loop. If you regularly tell them you’re having too much, they may slow it down. If your plate is full, don’t pile on. If you’re taking on to please the bosses, you’re NOT doing yourself a favour. Remember that a full plate that’s not finished will look like an ugly pile of ‘waste’. Communication about your workload to your bosses or partners or colleagues in the office is essential to get them to stop piling up on you.