Consider boosting your skills in the following:

1. Excel Many job-seekers list Excel as one of their skills, even if they only have a mastery of the basics. Set aside some time this evening or weekend to learn some new features. Excel is valuable because it offers some essential ways to analyze a lot of info in the least amount of time. Go beyond the basics of formulas and equations and learn about features like Excel's PivotCharts, custom functions, Visual Basics for Applications, and more. Search for free tutorialsonline; you'll be bombarded with resources and videos. 2. Web Development (Java, HTML, SQL) Many experts agree that having knowledge of computer languages is particularly appealing to today's employers. Learning Web development isn't just applicable for IT professionals. Whether you're a new business grad or a seasoned professional looking to brush up on the latest in-demand skills, learning the basics may make you more relevant. All you have to do is start. Free tutorials from W3Schools.com, Code Academy, and other coding resources will give you step-by-step instructions on the basics. 3. Adobe Creative Suite Practicing creative web tools is a great way to develop some basic graphic design skills. Adobe is very widely used for just this--so if you can get your hands on the software, then you can choose your favorite application and begin learning. The suite includes various creative applications, including InDesign, Photoshop, and Dreamweaver--all programs that companies rely on to create engaging Web designs and layouts. You never know when you might be able to lend a hand in a new project that requires proficiency in using one of these apps. Start now by taking advantage of Adobe's How-To Channel, which hosts videos for beginners. 4. Foreign Language Learning a new language can open up a lot of doors for you as a professional. In fact, becoming fluent in a second language could even offer you the opportunity to work in another country. The most popular language-learning courses are effective, but they can also be costly. Instead, teach yourself at home by taking advantage of a free online course. In fact, free online courses are growing in popularity. Stanford University, Massachusetts Institute of Technology (MIT), and the University of California, Berkeley are some colleges that are sharing courses online. If, for instance, you decide to learn Mandarin, check out MIT's OpenCourseWare. You'll find course material, audio demonstrations, study groups, and more for beginning to intermediate levels of Mandarin. 5. Google Analytics Web 2.0 is centered on Google. The ability to track and analyze how Google ranks and organizes information can be invaluable both personally and professionally. Google Analytics can help jobseekers manage their online presence (LinkedIn profile, Twitter, personal website, etc.) to enhance their marketability to potential employers. To start, type "Google Analytics IQ Online Course" in Google and watch one of the training videos.

Wednesday, January 4, 2012

The Performance and Potential Matrix (9 Box Grid) an Update

SOURCE: Opinions and information on Leadership and Leadership Development by Dan McCarthy Note: this is an update to one of the very first posts I wrote in November 2007 and continues to be one of my most popular. I thought it was time for an update.

The performance and potential matrix (9 box grid) is one of the most widely used tools in succession planning and development. It can be a valuable tool for anyone who works in talent management, or for any manager. For some reason, however, it seems to be covered in a veil of secrecy, leaving those that want to learn how to use it with little guidance. Youve probably found this post from an internet search I hope it helps answer your questions and youll find Great Leadership to be a valuable resource for all things leadership development. What is it and where did it come from? The performance and potential matrix, commonly referred to as the nine box, is a simple yet effective tool used to assess talent in organizations. It assesses individuals on two dimensions their past performance and their future potential. The X axis (horizontal line) of 3 boxes assesses leadership performance and the Y axis of 3 boxes (vertical line) assesses leadership potential. A combination of Y and X axis makes up the box within the grid that the leader is placed. 1A - High Performance/High Potential, 3C - Low Performance/Low Potential, etc... See example:

No one seems to know for sure who invented it, although Ive heard Al Gore once took credit for it. Others say it may have been first used at GE, under Jack Welchs leadership. I first started using it in 1997, and have since used it to facilitate hundreds of talent review meetings (and lived to tell about it). Ive also used it as a manager as a way to assess and develop my own team. Thanks to the power of Google, Ive been invited to give presentations at HR conferences on the 9 box, was interviewed in SHRMs HR Magazine (8/2011 issue, On the Grid), and walked a lot of anxious beginners through the process, including a very grateful HR team from India and a few non-profits that couldnt afford to hire a consultant. Im thinking it might be time for a bestselling book? Something catchy like Lets Get Rid of the Nine-box, or 2B or not 2B, that is The Question.

What are the benefits? Whys it so popular? 1. Its simple and it works (95% of the time). The beauty of the tool is in its simplicity and ease of use. With a little explanation and initial facilitation, managers usually can catch on pretty quickly. It helps overcome many of the common pitfalls when it comes to talent assessment, including:

- Overemphasis on current performance - Overreliance on a single opinion - A lack of assessment criteria, or inconsistent criteria Ive had teams (often engineers) try to overcomplicate it, by adding more boxes, definitions for each box, and all kinds of bells and whistles. It hardly ever improves the process and often distracts from the overall purpose.

When I say it works 95% of the time, its from my own experience. Ive only had one senior team where it just blew up, and thats because there was such a lack of trust and dysfunction. 2. Its cost-effective. Actually, other than peoples time, or a paid facilitator, its free. There are other ways to assess potential instruments and assessment centers are great yet they are also expensive. If you can afford to send every manager through a $10,000 assessment center, then good for you. For the rest, this is the next best thing. 3. A catalyst for robust dialog. Its not about filling out the grid its all about the discussion. Its critical to keep that in front of you. Managers, in general, are not very skilled when it comes to assessing talent, and are very hesitant to discuss other managers employees, or hear feedback about their own. This tool helps provide a structured way to have those conversations in a professional, productive way. 4. Helps calibrate criteria and expectations. Even if you dont have clear, consistent, definitions of performance and potential going into a talent review, by using this tool, you will by the time you are done. If fact, for a lot of managers in the room, its the first time theyve heard their own bosses expectations, so youll see them discreetly jotting down notes and assessing themselves. 5. Its more accurate than one persons opinion. The accuracy of assessing performance and potential improves with multiple data points. Managers often have blind spots with their own employees, and are unaware

of how they are perceived by others. These discussions can help shine a light on superstars and poor performers. 6. Facilitates shared ownership, teamwork. This is a ground rule for any talent management meeting and discussion: We all, as a team, are collectively are responsible for building a stronger organization. We need to be candid, listen to each other, and help develop each others employees.

In a functional or segmented organization, talent development is often one of the few things a management team can actually work on together. 7. A diagnostic tool for development.

A talent review meeting uncovers both individual and organizational strengths and weaknesses. The grid serves as a needs assessment for development actions that need to be taken. How to use it: 1. Dont do it alone for the first time. The tool is best if used by a team and facilitated by someone who has experience with the process. This could be an HR person, OD consultant, or someone responsible for leadership development or succession planning. Once a team has used a couple times, they can usually do it themselves, but it still helps to have someone facilitate the dialog, take notes, etc. If you are a talent management practitioner, try to shadow someone with expertise, hire someone to guide you through your first one, or at least work with someone to prepare you. 2. Have a pre-meeting. You should present the tool and process to the team to make sure they all understand and buy in to the purpose and process. Dont underestimate the amount of anxiety if a team has never done anything like this before (a ranking exercise). Its best to decide ahead of time how performance will be assessed (use a leadership competency model if you have one) and how potential will be assessed (again, best to decide ahead of time I usespecific potential criteria). This is the time to establish

ground rules as well, especially around meeting behaviors and confidentiality. 3. Preparation. Have each manager fill in a grid for their own employees and have the facilitator collect and consolidate them. You could also ask for any other relevant information, such as years in current position, diversity status, retention risk, or relocatability. I usually have each manager plot their direct report managers (one level at a time, so were comparing apples to apples). I then consolidate all of the names, by level, on an organizational grid.

You can start with a 2-4 hour meeting, but it will usually take 1-2 follow-up meetings to finish. Bring copies of the consolidated grid for each participant. 5. Getting started. Its easier picking someone in the 1A box (highest performance and potential) where you think there may be little disagreement. Ask the sponsor manager to explain the rationale for the assessment. Ask lots of whys, then invite all others to comment. Dont rush it, the benefit of this process is in the discussion. 6. Establish your benchmarks. After all have been heard from, if there is agreement, then you have a 1A benchmark, or poster child, for all others to compare against. If disagreement in perception, ask the sponsor manager if they want to change their mind based on the feedback usually they do but if not, leave it. Pick another name until you establish the benchmark. 7. Discuss as many names as time allows. You can then discuss rest of the names in the 1A box, then move to the bordering boxes (1B and 2A). Then move to the 3C box, and again, facilitate a dialog to establish another benchmark. Continue the discussion for each person, or as many as time permits. 8. Move to development. If time, or most likely at a follow-up meeting, the team can then discuss development plans for each leader. For succession planning, the focus should be on the upper right hand corner boxes (1A, 1B, and 2A) this is your high potential pool.

9. Follow-up on a quarterly basis to monitor development plans. Repeat the assessment process at least once a year. More posts on the using the performance and potential matrix: Nine Leadership Development Strategies for a Performance and Potential Matrix Reader Question: Nine Box Performance and Potential Matrix Best Practices How to Score Leadership Potential When Using the Performance and Potential Matrix

10 Things You Should Never Say to Your Boss By Alison Green | U.S.News & World Report LP 21 hours ago

Saying the wrong thing to your boss can really damage your career. From refusing to work with a colleague to bragging about your irreplaceability, here are 10 things you never want to say to your manager:

1. "Can you write that down for me?" When you're talking about the details of a project, writing notes to consult later is great. But you need to take them yourself, not ask your boss to do it for you. 2. "I just booked plane tickets for next month." Never book time off without clearing it with your boss. There might be a major project due that week, or she might have approved others to have that time off and therefore need you around. Check with her first before you do anything irreversible. 3. "My bad." There's nothing more frustrating than an employee who has made a mistake and doesn't seem to think it's a big deal. When you make a mistake, take responsibility for it, figure out how you're going to fix it, and make it clear that you understand its seriousness. Responses like "my bad" sound cavalier and signal that you don't take work seriously. Don't use it for anything other than the most minor mistake (like spilling something in the kitchen, which you then promptly clean up).

4. "I can't work with Joe." Refusing to work with a colleague is an unusually extreme statement and may mark you as difficult. Instead, try something like, "I find it hard to work well with Joe because of X and Y. Do you have any advice on how I can make it go more smoothly?" 5. "I don't know what you'd do without me." No one is irreplaceable, even the head of your company. Statements like this mark you as a prima donna who feels entitled to special treatment ... and will make a lot of managers want to show you that you're wrong. 6. "Do this, or I quit." Whether you're asking for a raise or requesting a day off, don't threaten to quit if you don't get your way. If you don't get what you want, you can always think it over anddecide to quit, but if you use it as a threat in the negotiation itself, you'll lose your manager's respect and poison the relationship. 7. "I have another offer. Can you match it?" Using another job offer as a bargaining chip to get your current employer to pay you more money may be tempting, but it often ends badly. First, you may be told to take the other offer, even if you don't really want it--and then you'll have to follow through. Second, even if your employer does match the offer, they'll now assume you're looking to leave, and you may be on the top of the lay-off list if the company needs to make cutbacks. If you want a raise, negotiate it on your own merits. 8. "What's the big deal?" Statements like this are dismissive and disrespectful. If your manager is concerned about something, you need to be concerned about it too. If you genuinely don't understand what the big deal is, say something like, "I want to understand where you're coming from so we're on the same page. Can you help me understand how you're seeing this?" 9. "I can't do X because I need to do Y." Don't say that you can't do something your manager is asking of you. Instead, if there's a conflict with another project, explain the conflict and ask your manager which is more important. 10."That's not my job." Protesting that something isn't in your job description is a good way to lose the support of your boss. Job descriptions aren't comprehensive, and most people end up doing work that doesn't fall squarely within that job description. (That's what "and other duties as assigned" means.) You want to make yourself more valuable to your employer, not less. Alison Green writes the popular Ask a Manager blog, where she dispenses advice on career, job search, and management issues. She's also the author of Managing to Change the World: The Nonprofit Leader's Guide to Getting Results and former chief of staff of a successful nonprofit organization, where she oversaw day-to-day staff management, hiring, firing, and employee development.

Date: Saturday, March 24, 2012, 9:31 AM SOMETHING unItalian happened late on March 20th. Mario Monti, the prime minister, was trying to persuade employers and unions to accept labour-market reforms. In the past, the usual result has been all-night talks ending in a document so content-free that all sides accept it. This time, when it became clear that unanimity was impossible, Mr Monti declared the talks over and said his government would press ahead regardless. A last-ditch meeting was planned for March 22nd, but the chances of getting Italys biggest trade union federation, the CGIL, to agree seem negligible. Indeed, the CGIL now threatens a one-day nationwide strike and another eight hours of disruptive assemblies. Its gripe is changes in the dismissal law. Today firms with more than 15 workers cannot get rid of employees even in a downturn without risking legal proceedings that can last years. If a judge then decides the

company has acted unfairly, it can be forced to rehire the worker and pay him his lost earnings. Employers say this is a colossal deterrent to hiring when times are good, and helps to explain why a third of Italys youths are jobless.

The government wants workers sacked for economic reasons to get up to 27 months pay, but no prospect of regaining their jobs. The existing provisions would remain only for cases of alleged discrimination or victimisation. It would be up to the courts to decide if workers unfairly sacked on disciplinary grounds should be compensated or reinstated. Other planned measures would do even more to loosen Italys arthritic labour market: a new, more broadly applicable unemployment benefit and measures to encourage apprenticeships rather than intermittent short-term contracts. President Giorgio Napolitano has warned that failure to agree would have serious consequences. Mr Monti faces his sternest test since he formed his technocratic government to replace Silvio Berlusconis in November. But he enjoys the backing of the three biggest parliamentary groups. On March 16th their leaders endorsed the governments plans. The CGILs intransigence creates a special problem for one of them, its historic ally, the centre-left Democratic Party (PD). A senior PD official said its leader, Pier Luigi Bersani, could face a backbench revolt or a party split. The votes of the right and centre-right would be enough to pass the new reform, but one of Mr Montis strengths is his cross-party backing and he will not want to be seen as a stooge of the conservatives. Outside parliament, there is a danger that protests against the reform could turn violent, and not just on the streets. This week saw the tenth anniversary of the assassination of Marco Biagi, the expert behind a previous attempt to make it easier for employers to sack surplus workers. He was murdered by the far-left New Red Brigades, as was a previous adviser on labour reform. In January postal workers intercepted envelopes containing bullets addressed to Mr Montis welfare minister, Elsa Fornero. This week a protester was seen in a T-shirt bearing the slogan Fornero to the cemetery. But evidence of a credible threat from far-left wing terrorists is scarce. And Mr Monti remains hugely popular. On March 19th a poll in the newspaper La Repubblica said the governments approval rating, which dipped after it began implementing its programme, had recovered sharply to almost 62%. The same poll found that a party headed by Mr Monti would get more votes than either the PD or the centre-right People of Freedom movement, founded by Mr Berlusconi. Mr Monti, who plans a roadshow to promote Italy, said that the latest reform would clear away the last obstacles to inward investment. That is an exaggeration. Leaving aside such disincentives as pervasive corruption, maddening bureaucracy and organised crime, there is the question whether the governments plans for the labour market will do enough to stimulate the growth Italy has so woefully failed to generate. Even some centre-left economists criticise the limited nature of the labour-market changes. Others worry that the welfare reforms will take effect only in 2017, creating a danger that they might be scrapped or diluted by a future government. An election must be held next year and Mr Monti has said he will not run. Yet whatever the merits of his latest reforms, they set a precedent. Italians have glimpsed a style of government that does not aim for consensus, and that acknowledges opinions but not vetoes. Paradoxically, it has taken a mildly spoken economics professor to give Italy the political leadership it has lacked for so long

LATEST ON EMPLOYEES' PROVIDENT FUNDS

PETITION FILED IN SUPREME COURT TO DECIDE ALLOWANCES FOR PROVIDENT FUND CONTRIBUTIONS
Surya Roshni Limited, having its industrial establishment in Gwalior (MP), has filed a Special Leave Petition in the Supreme Court which was heard on 2nd March, 2012 and the notice was issued to the EPFO for further proceedings and for staying of Order of the Madhya Pradesh High Court. It may be recollected that in Surya Roshni Ltd. vs. Employees Provident Fund & Anr., 2011 LLR 568, the Madhya Pradesh High Court (Gwalior Bench) has held that transport allowance, attendance incentive, washing allowance and special allowance being paid to all the employees except house rent allowance and the lunch allowance not being paid to all the workers will be treated as basic wages for the purpose of attracting provident fund contributions. The above case is perhaps the first case where the controversy, as prevailing all over India, will be decided once for all. The subscribers of Labour Law Reporter will be apprised about the outcome of the judgment.

EPFO TO END INSPECTOR RAJ

Senior officials of Employees' Provident Fund Organisation (EPFO) say the EPFO will begin the process on April 1 when the entire compliance operation will be on line. That will eliminate the need for any EPFO officer to personally inspect company records. In the new system, the EPFO will ask companies to voluntarily disclose all information required to comply with the Employees Provident Funds & Miscellaneous Provisions Act. Based on the information, the EPFO will devise parameters to discover defaulters. The parameters will change each year to avoid companies being compliant with only certain parameters. Last July, the Central Bureau of Investigation registered cases against nine senior officials of the EPFO for causing a loss to the exchequer amounting to Rs.169 crore. Most defaulting companies usually understated the number of employees to bring down EPFO liability.

In view of the above, the visits from the EPFO office to your Company may be a thing of past.

From EPF Appellate Tribunal

COMPENSATION TO AN EMPLOYEE NOT FOR DUTY PERFORMED - NOT TO ATTRACT EPF CONTRIBUTIONS
The grievance of the appellant in the appeal is that the order dated 15.06.2011 passed by the EPF Authority under section 7A of the Act stating that the amount paid towards compensation to an ex-employee for not performing duty would attract EPF contributions is illegal. The EPF Appellate Tribunal observed that compensation was paid for keeping the employee away from duty, there is no document to show that the employee was continued in service without interruption. The amount paid is not the payment of wages for duties performed. Therefore, the amount of damages or the compensation awarded under a court settlement would not constitute basic wages as envisaged by the Act and would not attract EPF liability. Hence, order of the EPF Authority is set aside and appeal allowed. M/s. Binny Engineering Ltd. vs APFC, Tambaram, Chennai, ATA No.605(13)/2011 decided on 23.02.2012

DEMANDING CONTROBUTIONS ON AMOUNT ACCRUING OUT OF SETTLEMENT - NOT PROPER

The appellant filed an appeal before the Employees Provident Fund Appellate Tribunal, against the order dated 14.2.2007, passed by the EPF Authority, putting forth its grievance that the order, treating the sum paid to the employees as per settlement approved by the High Court, as basic wages for the purpose of EPF contributions, is illegal. The EPF Appellate Tribunal observed that the compromise arrived at between the parties, has approval of the Honble High Court of Bombay. The calculation does not indicate how much sums paid denote the wages liable for EPF contributions. Therefore, there is no scope to reassess the validity of the agreed terms of settlement. Impugned order suffers from serious infirmity and is quashed. Appeal is allowed. M/s. Tuli Hotel vs. APFC, Nagpur, ATA No.230(9)/2007 decided on 18.1.2012

COVERAGE OF CHINESE WORKERS WITHOUT ASCERTAINING THEIR SALARIES - TO BE QUASHED

By filing the appeal, the appellant has questioned the validity of the order dated 29.09.2009, passed by the EPF Authority under section 7A of the Act that the amount paid to the technicians working in India and drawing salary in China in Chinese currency would attract EPF contributions. The EPF Appellate Tribunal observed that the EPF Authority has not ascertained the actual salary/wages of these workers which is an essential

requirement before enrolling an international worker a member of the EPF Scheme. The employees drawing salary/wages exceeding Rs.6,500 per month are not liable to be covered under the EPF Scheme. Hence, order of the EPF Authority suffers from serious infirmities and liable to be quashed. The appeal is allowed. M/s. Wardha Power Company Ltd. vs. APFC, Nagpur, ATA No.692(9)/2009 decided on 2.2.2012

COVERING APPRENTICES UNDER THE EPF ACT LIABLE TO BE SET ASIDE

The grievance of the appellant in the appeal before the Employees Provident Fund Appellate Tribunal is that the order dated 26.05.2009 passed by the EPF Authority treating the Apprentices as regular employees is illegal. The Appellate Tribunal has referred to section 2(f) of the Act and observed that apprentices engaged under the Apprentices Act or under the Standing Orders are excluded from the purview of definition of employee under the Act and even the Investigating Officer of the department had not recorded any evidence to establish that the apprentices were working as regular workers. Hence, order of the EPF Authority is set aside and appeal allowed