by rictownsend

Job Vacancy Indonesia, Employee, Vacancy

 

Empowering workers, means truly giving them more authority to make decisions and then act upon them and that’s where many empowerment programs break down. Many (I suggest most) mangers are happy to delegate responsibility however they are reluctant to hand over any real authority. Lack of authority for competent staff can leave them frustrated and stifled, particularly if they are not being permitted to have any input into their work. In my experience the expert in the job is most often the person doing it, rather than the manger controlling the overall workflow and therefore constant staff input into work methods and problem solving is essential for empowerment to work.
One article (“smartmanager.com”) I read suggested that “Empowering people is closely aligned with facilitative leadership.” Essentially facilitative leadership is all about helping your staff reach their potential and therefore improve operations. The article continued “If you look at leadership skills along a continuum from persuasion, through collaboration to facilitation, most managers would be required to engage a variety of approaches at different times”. If you take the “Situational Leadership” (Hershey Blanchard) approach of course you would only pass on authority to an individual in the task area in which they are fully competent.
An essential ingredient for any empowerment is an effective training process which tests for competence. As well as the technical skill training you will need to ensure staff have access to the information they require to make confident decisions plus a clear understanding of their boundaries. In addition you must develop a culture of accepting mistakes or errors of judgement as being a legitimate part of the learning process. Obviously one of the boundaries needs to be that the same mistake twice is not acceptable.
Empowerment can be a gradual process. As an example as a lease manager when I worked for a finance company some years ago empowerment for my staff could mean that staff member “A” was able do lease quotes and a second staff member “B” would then check them. The real empowerment came when member A was granted the right to check the quotes and give the quote to the customer. As a checker you had both responsibility for the accuracy and the authority to act. Similarly, when granting loans was the issue, the first step was to give the staff member the right to decline loans to see what the lending competence was. Lending approval limits where then given (real authority) after reviewing the loans that the staff member had declined.
Empowerment of course is not for everyone. Some years ago I had the opportunity to watch as a large international/US hotel company tried to introduce an empowerment program worldwide. I was living on an island in Malaysia at the time and the staff to be empowered where “locals”, mostly from the island itself. These people were bought up in a culture of “do what you’re told” with a strong religious tradition that reinforced compliance to strict rules that to my mind limited the development of their emotional intelligence. The program was a complete disaster for this particular hotel. The empowerment of staff will only occur and be effective if the staff are willing to take authority. Don’t get me wrong they all craved status (manager on their business card) however they definitely did not want either authority or responsibility for outcomes. Emotional intelligence as well as technical skill should be assessed before any though of empowerment can be undertaken.
Finally many see delegation as empowerment and it is not. Sure delegating is part of the overall process however there is much more to real empowerment.
For the employer: (as “about dot com”) puts it, “Empowerment is the process of enabling or [and] authorizing an individual to think, behave, take action, and control work and decisionmaking in autonomous ways”. For the employee: “It is the state of feeling self-empowered to take control of one’s own destiny”.
Here are a few issues you will need to address if you a setting up an empowerment program:
Assign tasks that will allow your subordinates to grow.
Explain why task being assigned to them and highlight “what’s in it for them.”?
Give very clear and detailed directions (the what, where, why, how and when of the tasks) and allow and encourage questions.?
Introduce the empowerment process in stages and allow reasonable time for the process.
Demonstrate that you trust those you are empowering or those process will be nothing more than a waste of time and energy.
Solicit suggestions from your employees as to better ways of completing the project.
Follow up on progress, act as coach however don’t constantly look over their shoulder and always be accessible when those being empowered need help.
Pay a great deal of attention to ensuring employees feel (and are) rewarded and recognized for empowered behavior.
 

Effective Meetings Produce Results: Tips for Meeting Management

By Susan M. Heathfield

Job Vacancy Indonesia, Employee, Vacancy

After the Meeting to Ensure Effective Meetings

Actions and planning before and during the meeting play a big role in helping you achieve expected, positive, and constructive outcomes. Your actions following the meeting are just as crucial. Follow-up at the next scheduled meeting is never enough of an investment to ensure results.

Publish Meeting Minutes

Begin by publishing your minutes and action plan within 24 hours. People will most effectively contribute to results if they get started on action items right away. They still have a fresh memory of the meeting, the discussion and the rationale for the chosen direction. They remain enthusiastic and ready to get started. A delay in the distribution of minutes will hurt your results since most people wait for the minutes to arrive before they begin to tackle their commitments.

Effective Meeting Follow-up

Respecting and observing deadlines and follow-up will help you achieve results from your meetings. The deadline was established during the meeting. Following the meeting, each person with an action item should also make a plan for their personal accomplishment of their commitment. Whether they write the steps in their planner, delegate the tasks to another staff person, or just complete the task, the individual is responsible for follow-up.

So is the meeting planner. You can improve meeting results by following up with each person who has an action item mid-way between meetings. Your goal is to check progress and ensure that tasks are underway. Remember that what you ask about gets accomplished.

Accountability for Follow-up during the Next Meeting

Have you ever sat in a follow-up meeting that consisted of each participant telling the group why they were unable to accomplish their commitment? I have, and the result is deplorable. Establishing the norm or custom of accountability for results begins early in your meeting cycle.

Follow-up by the facilitator mid-way between meetings helps, but the group must make failure to keep commitments unacceptable. Report on progress and outcomes at the next meeting and expect that all will have been accomplished. Alternatively, check progress at the next meeting and if there is a real roadblock to progress, determine how to proceed.

Debrief the Meeting Process for Continuous Improvement

The practice of debriefing each meeting is a powerful tool for continuous improvement. Participants take turns discussing what was effective or ineffective about the current meeting process. They also discuss the progress they feel the group is making on the topic of the meeting.

Taking continuous improvement to another level, successful teams debrief their entire project as well as the process to determine how effectively they managed to create results. Future meetings reflect the evaluation. Meetings evolve as an even more effective tool for creating organization results.

Conclusion

Results are achievable and predictable from well-planned and implemented meetings. Follow these twelve recommendations to ensure that meeting attendees achieve expected, positive, and constructive outcomes from the time invested in meetings.

Tesco Vacancies - Where to Look For Them

By Carli Chaffer

Job Vacancy Indonesia, Employee, Vacancy

When you know you want to a job at a supermarket chain like Tesco, the next thing you need to know is where to look. There are many different places that you can search for Tesco vacancies, and the majority should provide you with a varied choice of roles available within the company. So, here are your options:
The Internet
This is where most people start their search for Tesco vacancies. They scour the official Tesco careers site looking for the ideal role. Plus, those that are serious about a job at Tesco will sign up for email alerts about the latest jobs that come up at Tesco. The official Tesco careers site is undoubtedly the best place to look for Tesco vacancies, but it is by no means the only website you should visit. Check out the range of job websites that will advertise Tesco jobs too. They might not state the name of the supermarket until you apply or call to find out more about the role, but this is something that many large corporate companies do. They don't advertise their name until the applicant has submitted their CV etc.
The Local Paper
If you live in an area with a Tesco store, chances are that you will be able to find Tesco vacancies in the local paper. They will be advertised in the 'jobs' section and this is a good place to look if you are not the handiest with the Internet. In most locations, the local paper is distributed on a Friday so you will have to keep your eyes peeled for it landing on your doorstep.
In addition to the suggestions above, you could always speak to someone who works at your local Tesco store to see if there are any vacancies coming up soon. They may be the first ones to tell you about the latest Tesco vacancies, so it is well worth using your connections. Networking is often the key to securing a great job, and a job at Tesco is sure to be in demand.