HR Arabia

October 4, 2007

Managing your Manager

Filed under: boss,managers,work — Khaled @ 10:26 am

In our professional lives, the term “manage” is frequently used. We have to manage our time. We have to manage a project. We have to manage information. We have to manage our workspace. We have to manage a way to get that hot temp in the short skirt down the hall to go out for a drink… You get the point. We have enough to manage at work. Yet the one part that many people complain about the most — the relationship they have with their boss — is the least “managed.” I hope to change that.

The fact of the matter is that people are not forthright enough with their managers. They’re so intent on towing the company line that they neglect to look after their own job satisfaction. This perpetuates a cycle of non-communication that ultimately does not benefit the employee, the manager or the company for that matter. The employee bottles up his opinions; the manager has a false assumption about (and false sense of rapport with) his team member; and the company loses out because of poor morale and unrealized opportunity. If only the employee knew how to manage his manager.

If you learn the art of figuring out how your boss thinks, you’ll feel in control and glide through your working life with a smile on your face. Knowing how to manage your manager is the key to a happy life. Thinking like a manager will help you understand what’s going on in your boss’s head, and any extra thinking that you’re not really paid for will only stand you in good stead for when you get to lord it over everyone else.
 To get the best out of your boss, whining (ÇáÃäíä æÇáÔßæì)is the last thing you should to. you should consider the following:
 Do you spend a lot of your time with your friends or colleagues complaining about your manager? Well, you are not alone the next time you are in a group, just bring up one story of poor management skills and you can probably expect a flood of ‘bad manager’ stories from the group.
 While it is a relief to express your frustration about your manager, it’s better to do something about it. To begin with, you need to recognize that if you were in his shoes.
 Managers today face two factors that have a great impact on their behavior:
 The work environment is fast-paced and stressful. Time to manage people is a premium and if your manager has not been trained in this area, then he probably would not know what to do with the available time he has to manage people.
 Managers want to look good. Well, so do all of us, but managers are in a fish-bowl. What they do is very visible. High visibility in an organization can be intimidating and cause people to do things they normally would not.
 The stress of work and the desire to look good can sometimes cause managers to ‘over-manage’ their staff.

These tips can help both yourself and your manager be successful at work.
 Have a ‘no surprise’ policy: Managers hate surprises even if it is good news. Surprises generally make managers feel ‘out-of-control’ and fear the possibility of ‘looking bad’.
 Proactively ask for positive and negative feedback: Managers are not good at praising (ÇáãÏÍ æÇáËäÇÁ).
 Clarify roles, responsibilities and objectives: At any workplace, ambiguity is more common than clarity. So if you are facing a project that is unclear, clarify with your manager.
 Ask what is success and failure: Every manager has an idea of what success and failure look like. Sometimes these are not communicated clearly or even at all. In this case, your job is to ask. Making assumptions about how your work will be measured is not such a good idea.
 Keep positive and be helpful: stay positive & helpful always try to keep positive and be helpful to your team members and your manager.
 Recognize that managing people is a difficult task and many people, who might include your own manager, really struggle at it. Focus on how you can help your manager, yourself and your team be successful together Ñ this will do more for your career than complaining about your manager.
 Make a nice package: How does your manager like to receive information?
 Seek help:
 Do small talk.
 Need to know.
 Ask: what’s the problem?
 Have regular meetings.
 Toot your own horn.
 Know when to bail.
 Ask: what’s the problem?
 Have regular meetings.
 Make a nice package: How does your manager like to receive information?
 Plant the seed: “When it comes to a good idea, make your manager think that they’d thought of it”.
 Consider Captain Mainwaring: “Do you think that’s wise, sir?
 Do small talk
 Need to know: Only tell your manager that you’re pregnant when you absolutely have to.
 Begin the relationship on the right foot. Have a meeting with your boss where you discuss such fundamental issues as job responsibilities, performance expectations and objectives, your company and manager’s guiding values, and preferred work processes or “best practices.”
 Try to understand your boss. By observing and asking questions,
 Communicate effectively. Figure out the best way to communicate with your manager, some managers prefer face-to-face contact throughout the day and others prefer e-mail or voicemail updates or questions. Also, ask if your supervisor prefers a quick overview with bullet points or a detailed report.
 Tell your boss what you need. Once you’ve found the best way to communicate with your manager, be proactive in telling him or him or her what resources you need to get your job done (don’t hope your boss will guess).
 Get your manager involved

Difficult Boss Types
o Tyrant: controlling evil genius which must have its own way; knows everything and nasty with it; unpleasant to everybody including itself
o Ogre: tries to be nasty all the time but without the success of the tyrant; may lapse into pleasantry outside its lair
o Weasel: transfixes victim with stare before moving in for x-x-/; family at home needs feeding with nutritious juniors
o Volcano: magma beneath the surface occasionally erupts; outwardly quiescent but seething Ghost: not really there except for manifestations, malign influences in mysterious ways
o Snake: subtle, slithering, hissing, dissembling, and poisonous
o Ruler: an authoritarian; keen on rules, status, and rigmarole
o Joker: relentless witticisms and even practical jokes, avoidance of all serious issues, possibly a sad clown avoiding the real world
o Alien: lives on a different planet; speaks a strange language; does not understand human ways; beams down occasionally
o Statue: admired but inert; does not say much
o Cuckoo: sounds good, but places a lot of work in your nest

Dealing with Difficult Bosses.
 The Micro-Manager (controlling, overly involved)
o Remedy: Your boss needs to develop more confidence in you. Begin by asking for complete responsibility on smaller tasks and then work your way up to bigger tasks. Be sure to deliver consistently excellent work or you may lose that trust quickly.
 The Non-Manager (indecisive, hesitant, vague)
o Remedy: Instead of asking open-ended questions, give him a few choices and one clear recommendation. Counteract vagueness by asking for clarification. Avoid procrastination on your boss’s part by communicating your deadlines and following up on what you need.
 The Unreasonable Manager (crushes you with work)
o Remedy: Schedule a meeting to discuss priorities and options for what you can and cannot handle. Suggest bringing in a contractor to help during peak periods.

How To Deal With A Difficult Boss
Bosses and supervisors aren’t from another planet, but sometimes they seem to be. If you deal with the boss from hell you know. Conflict between a difficult boss and an employee can be daunting and intimidating. Here are some tips to help you deal with difficult bosses and supervisors.
Most people at some point in their lives have to deal with a difficult boss. Difficult supervisors vary in personality from being a little pushy or rude, all the way to being downright abusive. Many people feel that an abusive boss has control of their personal life outside of work by lowering their self-esteem and making them live in constant fear. The role of a supervisor sometimes attracts certain controlling-type personalities because they crave the power it gives them and because they lack such control in their own personal lives. A supervisor has complete control over your most basic human needs—your ability to put food on the table and a roof over your head. These are powerful motivating factors that allow a difficult supervisor to control people out of fear of losing these basic needs. We may not be able to always correct their behavior, but we should never have to live in fear and let our difficult boss control our lives.

Here are some strategies on handling a difficult boss situation.
1. Always have a plan B. Most people are scared about having a discussion with their boss concerning their abusive behavior because they fear reprimand or losing their job as a result of it. Their fear is usually justified if the supervisor is a control-freak and feels that their subordinate is threatening their control. Before you deal with any type of conflict, you always need to have a plan B in case things don’t work out. A plan B is the best alternative that you can come up without having to negotiate anything with your boss. In this type of scenario, your best plan B would probably take the form of having an actual job offer in hand with another employer before you have your talk. By not having a back-up plan, you have given your abusive boss even more leverage over you because they know you have no where else to go. Having a plan B, however, empowers you with the ability to walk-away at any time should the negotiation not go right. Increase your power and have a plan B before you deal with the conflict.
2. Never react to verbal abuse or harsh criticism with emotion. This will always get you into more trouble than you started with because it will become a war between egos and chances are good that your boss has a bigger ego than you have—hence why he is difficult in the first place. When a personal attack is made on you, they are trying to bait you into reacting emotionally because once you react, you become an easy target for additional attacks. The key then is not to react, but to acknowledge and move on. By doing this, you effectively strip all of the power behind their verbal attacks away from your abusive boss, without creating conflict. If your boss happens to be an intimidator or a control freak, then the best way of dealing with their behavior is to remain calm and acknowledge their power by saying, “You’re right, I’m sorry.” By saying this, you take away any chance of them lashing back at you because you have sidestepped their verbal attack rather than meeting it head on.
3. Discuss rather than confront. When your boss criticizes you, don’t react out of emotion and become confrontational with them about it because that just breeds more conflict. Instead, use their criticism as a topic for discussion on interests, goals, and problem-solving and ask them for their advice. If they criticize your work, then that means that they have their own idea on how that work should be done, so ask them for their advice on how your work can be improved.
4. Manage the manager. A source of conflict usually occurs when a group of employees gets a new manager who demands that things run differently. These changes are usually reactionary in nature because the employees go about their regular duties until the manager comes by and criticizes the way it is being done. Instead of waiting for their criticism, take a proactive approach and be absolutely clear from the very beginning on how your boss wants things to be done so that there is no miscommunication later on. There are many ways of completing a task and having a discussion about them at the very beginning will allow you to see things from their perspective as well as sharing your own with them. Get to know their likes and dislikes inside and out so that you can avoid future criticisms.
5. Know that you can do little to change them. Being a difficult person is part of their personality and therefore it is a very difficult, if not impossible thing to change in a supervisor, so don’t think that you can change how they act. Instead, change the way that you view their behavior. Don’t label them as being a jerk–just merely label them as your boss. By avoiding derogatory labeling, you avoid making it easy on yourself to be angry with your boss.
6. Keep your professional face on. Know the difference between not liking your boss and not being professional. You don’t have to make your boss your friend or even like your boss as a person, but you do have to remain professional and get the job done and carry out their instructions dutifully as a subordinate, just as you would expect them to be professional as do their duties as a supervisor.
7. Evaluate your own performance. Before you go attacking your boss, examine your own performance and ask yourself if you are doing everything right. Get opinions from other coworkers about your performance and see if there is any warrant to the criticisms of your supervisor before you criticize their opinions.
8. Gather additional support. If others share in your concern, then you have the power of numbers behind you to give you additional persuasion power over your boss. It is often easy for a supervisor to ignore or attack one employee, but it becomes more difficult to attack all of his employees. He might be able to fire one of you, but he will look like an ****** (and probably get fired himself) if he tries to fire all of you. An interdepartment union is a good way of mustering power against an abusive employer.
9. Don’t go to up the chain of command unless it’s a last resort. Going straight up the chain of command is not an effective way of dealing with a difficult supervisor because it only increases conflict in the workplace. Your immediate supervisor will consider this a very serious backstabbing maneuver and might seek some sort of retribution in the future against you and your career. Also, other people in your workplace might brand you as a whistleblower because of your actions. Try to discuss issues with your supervisor first and only go up the chain of command as a last resort.
10. Encourage good behavior with praise. It is easy to criticize your superiors, but criticisms often lead towards resentment and hostile feelings. Everyone likes a pat on the back for good behavior, so you should strive to watch for good behaviors from your supervisor and compliment them on that. Proactive praising is much more effective than reactive criticisms.
11. Document everything. If you choose to stay with a toxic employer, then document everything. This will become your main ammunition should a complaint ever be filed down the road. Document interactions with them as well as your own activities so that you can remind them of your own achievements at performance review time.
12. Leave work at work. Get into the habit of leaving work at home and not bringing it into your personal life because that will only add to your level of stress. Keep your professional life separate from your personal life as best as you can. This also includes having friends who you don’t work with so that you can detach yourself from your work life rather than bringing it home with you.
13. Make sure you are doing everything right. The first solution is an honest analysis of your actions and behavior. How have you been handling yourself in your job? Have you always taken the high road, or have you resorted to occasional backstabbing, gossiping, or underperforming? If you’re human, it’s likely your bad boss has affected your performance, so try ignoring all these distractions and focus on your work to see if that changes anything. Find other sources of positive reinforcement for doing your job to the best of your abilities.
14. Compile a list of bad boss behaviors. The second solution is a bit more involved, but should be a cathartic experience for you. Make a list of all the things that your boss does that drive you nuts. Let the list sit for a few days and then review it again, adding or deleting activities upon further reflection. Next, rank the list from most annoying to least annoying. Pick the top two or three worst offenses and develop some suggestions for how your boss could act differently in those situations. Edit the suggestions to remove sarcasm or anger. Show the suggestions to a trusted friend who has no vested interest in the situation. Edit the suggestions again. Once you feel comfortable that your suggestions are positive and helpful, consider scheduling a meeting with your boss to discuss. Perhaps suggest meeting outside the office for breakfast or lunch. Leave your emotions at the door, but be prepared for your boss to have an emotional reaction. It’s possible that your boss is unaware of his/her actions, and this meeting could be very positive for all involved; however, it’s also possible that the meeting will end badly.
15. Keep a journal of incidents. The third solution involves documenting each bad behavior of your boss in a journal. Don’t judge or write emotional reactions; simply document the facts of the situation and how the bad behavior impacted your performance — as well as others in the department. Again, this process may be enough to relieve you of the stress so that you can cope. However, at some point in the future — perhaps as you are leaving for a new job — you might consider taking the journal to a trusted colleague in human resources or even a mentor within the company.
16. Find a mentor with the company
If you love the company but hate the boss, another solution is to develop a mentoring relationship with a boss/supervisor in another part of the company. Mentoring is a fantastic strategy that you should consider even if you have a good boss because a mentor is someone who can help you in many ways, from offering advice to suggesting you for a promotion. And in coping with a bad boss, a mentor can be a good sounding board for you, and perhaps after you have documented all the offenses, someone who has the pull and the power to do something about your bad boss.
17. Report your bad boss. A last resort is reporting the bad actions/performance of your boss to his/her supervisor — or to someone in human resources. While logic would hold that the company would not want a manager who is hurting performance or productivity, the reality is often that you become branded as a trouble-maker/whiner/complainer and your days at the company quickly become numbered.
18. Don’t sacrifice your health or self-esteem. The worst thing you can do is simply to do nothing, hoping the problems will get resolved. No job, boss, or company is worth losing your health, sanity, or self-esteem. If you can’t find a way to resolve these issues and/or your boss simply will never change his/her behavior, you should immediately start working your network and begin looking for a new job — within or outside the organization. Again, if you love the company, a transfer might be the best option — but keep in mind that your boss might be as evil as to sabotage that transfer. And try not to quit before you find a new job, but again, if work just becomes too unbearable, you may need to consider quitting to save yourself.

Ten Things That Bad Managers Do
1. Embarrass employees in public. At some point, nearly everyone has observed someone being ridiculed in public at work. Yet, public humiliation is an old, outdated habit of the classic authoritarian management style. Unfortunately, it is still commonly used, as employees’ stories attest. Jim, a new IT engineer for a large financial services firm, recalls being chastised almost daily in front of his team members for not understanding new code instructions. Susan, a clerk at Walgreen’s left her job because her manager would yell criticisms at her in front of long lines of people at the check-out.
2. Don’t follow up on employee ideas. Employees thrive on providing ideas and feedback, but if mistrust is part of the set-up, they won’t commit to results. Joe, a manager in the advertising field, was once invited to an offsite lunch with a group of other managers by the company’s elite directors. The managers were told in advance that, at the luncheon, they would have a part in planning initiatives for the future of the company. However, once there, they discovered that the directors had already put together a list of twenty initiatives and were really just asking them to volunteer to work on them. What resulted was the assignment of initiatives to unprepared, uninterested managers. Due to lack of interest, no actions were taken and the initiatives were never mentioned again.
1. Sometimes, even the best managers fall prey to the lack of appropriate follow up. Speaker Christine Corelli tells such a story in her book, Wake up and Smell the Competition: Tim, a well-liked sales manager, would conduct extensive “Blue Skies” meetings with his field sales force. He would listen carefully during the two-day meetings, which elicited countless ideas for beating the competition. Everyone left feeling energized. However, when the CFO analyzed the funds needed to implement the ideas, they were dropped. Tim couldn’t provide the follow up needed and it took a long time for the sales force to get enthused about meetings again.
2. Withhold praise. A 1998 Gallup Study asked thousands of employees to cite indicators of a good workplace. Among the responses, one of the most frequently mentioned comments was, “I have received praise during the last seven days at work.” Giving employees sincere praise is a deceptively simple action that many managers are unable to perform.
Richard, now a VP with a security services firm, recalls a manager who had few interpersonal skills, was a stickler for rules, and reserved opinions only for other supervisors. One day, though, without plan, the manager approached him saying, “How’s it going? ” Waiting for the inevitable reprimand, Richard was surprised when he said, “I just want to let you know you’re doing a great job.” Stunned, Richard was also surprised by what followed, “They told me to say that at supervisor school.” With that comment, he left. Richard never trusted him again. Even when employees take the initiative, praise is impossible for some managers. Mary, a former Chicago television news producer, recalls, “I had a news director who refused to acknowledge my winning an Emmy. I had to confront him about it, saying, “Did you know I won an Emmy Saturday night?” His response was, “Oh, that’s nice when that happens,” and walked away.
3. Ignore professional growth needs. When employees take steps for self-development, it’s important for managers to be their biggest cheerleaders. Adult learning research repeatedly shows that management reinforcement of training is what makes it stick, yet too often trainers have heard managers’ last minute excuses to not attend a training initiative. How many of you reading this article have been denied a professional development opportunity because your own manager said that it would take too much time away from work?
4. Demand unrealistic rules of order. Managers enforce rules and regulations. Poor managers enforce unrealistic rules that cause employees to feel like children. Jennifer, a former senior editor with a national magazine, recalls working for a manager who stormed out of her office one day to proclaim that thenceforth there was to be no laughter in the office. She said it was unprofessional. Meg, a marketing director, describes a former boss in an executive search firm who was upset that employees took too long to come to his office and say, “Good morning.” He called a special staff meeting to explain that this was to be done the minute staff members walked in the door, before taking off their coats. This same boss also strongly discouraged co-workers from going to lunch together. Perhaps this boss was unaware that workplace friendships are a leading factor in keeping employees on the job.
5. Be vague and indirect. Poor managers communicate with assumptions, generalities, lack of direction, and impatience. One manager recalls a director who gave projects without clearly specifying desired outcomes. When employees attempted to turn in results, she would say, “No that’s not it. I’ll know it when I see it.” She was unwilling to tell her staff what she wanted or even what she didn’t want. Needless to say, turnover was high in her area, and nobody mourned her final departure to another department.
6. A staff development manager for a major airline, Donald shares an instance when a department director, who needed some numbers for the CEO, gave the assignment to a new hire with few instructions and a quick due date. Unfortunately, the numbers were held in a seldom-used database, and the new employee, who had never been trained in that database, was not able to get the numbers on time. He failed in the director’s eyes and, to this day, is flustered with even the simplest of inquiries.
Douglas, a former news production assistant, recalls a similar example working with a manager who wanted certain stories in a show, but gave no resource help. His response to her questions was, “Just do it.” How many employees can function well with instructions like that?
7. Show you don’t care. The bulk of horror stories reported by employees on websites that bemoan bad management describe uncaring bosses. One example is a tale from an employee who counseled his manager not to interfere with an intricate computer program during the time he would be out for nasal surgery. Unfortunately, the manager did not heed the advice, tampered with the data, and then called the employee in to fix it. The employee, still in outpatient recovery, drug-laden and eyes swollen, arrived at work to fix the program and fell asleep at his desk during the process. The manager saw this and chastised him on the spot for sleeping on the job. In another sad tale, an employee who had lost three friends to a devastating auto accident the night before found out at work the next day that a fourth had also died. Grief stricken, the employee was dumbfounded when her manager scolded her for allowing grief to interfere with her work.
8. Be all-knowing all of the time. Most managers get to where they are because they’ve demonstrated skill in their areas. Poor managers use that expertise to lord over employees and micromanage projects. Columnist Tom Shay, of Profits + Plus Coaching, writes that managers who micromanage are guilty of crimes such as:
• Never saying to a customer, “I do know a lot about this service, but one of my employees knows more than I do. Let’s ask him about it.”
• Taking every suggestion made by an employee and tweaking it so as to add a personal touch.
• Allowing employees to have the office key and thus access to thousands of dollars of company-owned information and equipment, yet not allowing them to adjust the amount of an account without approval.
• All-knowing managers are very busy managers; they have to be everywhere all the time to make sure their expertise is known.
9. Ignore individual differences. Managers are coached to be fair and consistent, but, in reality, all employees are different. Poor managers put employees in one big box with little regard for individuals. Culturally and behaviorally, people are brought up with different values and methods of operating in the world of work. Too often, managers get caught up in the habit of rewarding individuals who are most like them and punishing those who are different.
10. Never say you’re sorry or wrong. Being able to say you’re sorry or wrong is a mark of healthy self-esteem. It’s the first step to getting a problem situation back on track. In association management, which functions among volunteers, deadlines, policy changes, and member turnover, there is ample opportunity for miscommunications and frequent mistakes. There is also ample opportunity for apology and correction. Authors Kaye and Jordan-Evans, in their book, Love ‘Em or Lose ‘Em encourage managers to ask employees, “What keeps you here?” They assert that too many managers are afraid to ask the question for fear that they can’t give people what they really want. In reality, employees simply like being asked the question. Their research shows that 50% of work-life satisfaction is determined by the relationship a worker has with a boss. In conclusion, your workplace climate can be as de-motivating or motivating as you make it. As a manager, how will you avoid the former list of “don’ts” and reinforce this list of “must’s”? It’s up to you to make the time.

Ten Motivating Musts
1. Give constructive feedback in private.
2. Follow up on employee ideas.
3. Give frequent praise.
4. Support employee development.
5. Allow flexibility and realistic freedoms.
6. Communicate directly and specifically.
7. Demonstrate that you care.
8. Allow employees to share and shine.
9. Respect individual differences.
10. Admit it when you’re wrong.

Bad bosses are out there, but some conflicts can be avoided before they occur. Be careful, says Christine Wilson, of “complaining too much about your boss” to people who seem sympathetic but may not be.
 “We live in a world where what we’d like to do is blame the boss,” Wilson says, but going too far and seeming like a “malcontent” can damage your career. It’s also important to keep in mind the possibility that your boss might not simply be “bad,” but that “you haven’t figured out how the two of you click.”
 One way to prevent or minimize problems is to be absolutely clear about what your boss’s expectations are at the beginning, when you’re starting a new job or project. “I’m a great believer that a person being given a task should take notes and make sure to feedback to the boss what your understanding was.
 That gives clarity and confidence that this is what happened at that time.”
 When measures like taking notes, trying to adapt to your boss’s style and other methods aren’t enough though, it can be tempting to head out the door.
 But what if you can’t leave or if it’s not a wise career move?
 “It’s a large problem if you clash with your boss on your first job—you need that reference!” says Joyce Lain Kennedy. “So do your best to grin and bear it until you can escape, then be classy about it. Look as good going away as you did coming in.”
 “You might also be learning a great deal despite that awful boss,” says Wilson, who adds that it might just be a matter of hanging in there until you get everything that you can out of the job. For example, says Wilson, “you can just become tougher by noticing that your boss yells at everybody, not just you.”


20 Ways to Impress the Boss

Filed under: boss,work — Khaled @ 10:05 am

Got this by Email.

Whether you’re dying for a promotion or just want to make a good impression, here are 20 ways to show you’re dream team material:

1. Know the mission. Align yourself with your boss’ and company’s goals and values. Make your boss’ priorities your priorities.

2. Understand how you’ll be evaluated. Know precisely which skills, behaviors and accomplishments you will be judged on and rewarded. Focus on them like a laser.

3. Be dependable. Do what you say you’re going to do. Better yet, under-promise and over-deliver.

4. Project positive energy. Don’t be the one to whine or criticize the boss or company direction. Be a motivator: the person everyone wants to be around.

5. Make your boss look good. Finish your work on time and with a high level of professionalism. Bring your boss ideas that will help him and the department and offer to take charge and implement them.

6. Own up. Take responsibility for your mistakes by focusing on what you’ve learned rather than what you’ve done wrong. For example, “I think this project could have been better if we’d gotten the group’s buy-in early on,” or “Next time I would talk more with the end-users up-front…”

7. Be organized. Plan your next day before you leave work. Rank your tasks by urgency and importance and make a point of doing at least the top two items on your list.

8. Be punctual. Arriving for work or meetings on time (even early) shows you’re enthusiastic, dependable and able to manage your life effectively.

9. Be resourceful. Don’t run to the boss with every question you have or setback you encounter. Think things through first. If you must report a problem to the boss, develop possible solutions to present.

10. Broaden your horizons. Take advantage of company-sponsored training courses and volunteer for projects in areas outside your everyday expertise.

11. Stay informed. Keep abreast of industry and company trends by reading trade journals and attending professional association events.

12. Be trendy. Stay current with technological, legal and knowledge advances in your area. Upgrade your skills and learn new ones.

13. Be courteous. Show respect and loyalty to your boss and speak well of her to others. (At the very least don’t bad mouth her to anyone.)

14. Be flexible. Change is inevitable. Companies need people who can adapt and go with the flow.

15. Take care of your health. When you’re run-down, productivity and ambition suffer — as does your image.

16. Leave your personal life at the door. Using your co-workers as therapists not only hurts productivity; it damages your credibility and can contaminate your work relationships (even if people seem sympathetic).

17. Go beyond the call of duty. Take on added challenges, put in extra hours, and never use the phrase, “That’s not in my job description.”

18. Be a team player. Show your boss and co-workers you have their best interests at heart by being empathetic and offering to help out when they need it.

19. Take a break now and then. A clear head and balanced life can give you energy and perspective.

20. Look and act promotable. Don’t let anyone think you work because you have to.

September 26, 2007

Business Plan

Filed under: business plan,HR,human resources — Khaled @ 12:43 pm

Business Plan

[Click here and type your business name]

[Click here and type your address]
[Click here and type your phone number]

[Click here and type the date]

[Click here and type the people on the management team]

This document is confidential.


Executive Summary


This section is a summary of the information from the pages that follow. Prepare it last, after the business plan has been written. It should not exceed two pages. Headings to use in the Executive Summary:

A. Vision/Mission Statement

B. Company Summary

C. Products/Services

D. Market Assessment

E. Strategic Implementation

F. Expected Outcomes


Vision/Mission Statement and Goals


A. Vision Statement

The vision/mission statements are clear summaries of where the business is headed. It describes what the business produces, who products are produced for, and unique business characteristics. It will reflect the values of the management team and the type of business culture you are trying to create.


B. Goals and Objectives

What do you want your business to achieve? Be specific in terms of financial performance, resource commitments (time and money) and risk.

When will various milestones be achieved?

C. Keys to Success

What do you need, or must happen, for you to succeed?


Company Summary

The material in this section is an introduction to the firm.


A. Company Background

What does your business do?

Who were the founders of the business?

What were the important milestones in the development of the business?


B. Resources, Facilities and Equipment

With what do you produce your products or services?

What are the land, equipment, human and financial resources?

Who provides them?

How are resource providers rewarded?


C. Marketing Methods

What is your annual sales volume in dollars and units?

Explain how you work with others to improve returns. This may include a strategic alliance with suppliers or customers that you can leverage.

Do you use forward contracting, options, or futures? If so, how?

How much does it cost to produce and deliver your products and services?

How is contracting used?


D. Management and Organization

Who is currently on the management team?

How have management responsibilities been divided among the management team?

What are the lines of authority?

Who acts as the president/CEO? spokesperson? Chief Financial Officer?

Who determines employees’ salaries and conducts performance reviews?

What is the educational background of the management team members?

What is the management team’s reputation in the community?

What special skills and abilities does the management team have?

What additional skills does the management team need?

Who are the key people and personnel that make your business run?

Who do you go to for advice and support?

Do management and employees have avenues for personal development?

Sketch a diagram of lines of authority for your operation.


E. Ownership Structure

Who are the primary stakeholders in your business?

Describe the legal form of your company, such as partnership, proprietorship, or corporation.

Do you need special permits to operate, or a record for inspections? If you do, please describe them.


F. Social Responsibility

What environmental practices do you follow?

What procedures do you use for handling chemicals?

What noise/dust/timing/odor policies do you have?

What will be the roles of management and employees in community organizations?

What will be your involvement at the local/state/national level in commodity organizations?

What training and new employee orientation practices will you offer to insure proper handling of hazardous materials and safe operation of equipment?

G. Internal Analysis

What are the strengths and weaknesses of your firm?

What are the relative strengths of each enterprise or business unit within the firm?

What are the core competencies (things you are doing better than others) of your firm?

What things can you build on? Think only about the things that you can control.

Suggested areas to consider:

· knowledge and work

· financial position

· productivity

· family

· lifestyle

· location

· resources

What enterprise or business unit should be exited?

What enterprise or business unit shows promise?


Products and/or Services


Describe the products and services you plan to sell.

How is your product or service unique?

Are you producing a commodity or a differentiated product?

How does your product or service compare to other products in

Quality? Price? Location?

What experience do you have with this product/service?

Market Assessment


A. Examining the General Market

How is the market characterized?

Are there clear segments in the market? Describe them.

What important customer need(s) is the market not currently fulfilling?

What is the growth potential for each segment of the market?

What opportunities and threats does your firm face?

What does an analysis using the Five Forces model suggest about your industry? Who is your competition (in light of the Five Forces)?

What trends, relevant to your business, do you see?

What are the drivers of change?

What political and legal issues do you face, such as zoning, environmental laws, inspections, etc?

B. Customer Analysis

Who will be your customers?

What do you sell to each of the customers?

How does your product/service solve a key customer problem?

How difficult is it to retain a customer?

How much does it cost to support a customer?

C. Industry Analysis

D. Strategic Alternatives


Strategic Implementation


A. Production

How will you produce your product?

What value will you create and capture with your product?

What is your competitive advantage?

What technology will you use, i.e. reduced tillage, GPS systems, etc.?

What processes will you use to produce products?

What growth options will you use to develop the business unit?

· Enterprise Expansion

· Replicate

· Integrate

· Network

What is the anticipated timeline?


B. Resource Needs

In order to effectively organize your business you need to insure the resources are available. Assess those needs here.

a) Human

What skills are needed?

How will human resources be acquired?

b) Financial

What level of financial resources will be needed?

c) Physical

What type, quantity and quality of physical resources will be required?

C. Sourcing/Procurement Strategy

On what do you base a decision to buy products or services? Price? Quality? Convenience? Extra service? A combination?

By what venue will you find suppliers — local dealer, Internet, direct from manufacturer, etc.?

D. Marketing Strategy

What is your sales plan?

What advertising and promotion will be used to increase sales/awareness?

Where will you sell products/services?

Will you use the open market or contracts?

Do you have a preferred market outlet?

Are you a qualified supplier for a specific processor or buyer?

How will you price the product?

a) Hedging, forward pricing, options

How will you use these to mitigate your risk?

b) Contracting

Will you use production or marketing contracting to reduce risk?

c) Insurance

How will you use crop, liability and other insurance?

E. Performance Standards

What performance standards will be used to monitor this enterprise or business unit?

What are acceptable performance standards?

What yield or output levels could you attain?

What efficiency levels will you reach?

What procedures will be used to monitor performance?

Who is responsible for monitoring performance?

What industry benchmarks will be used to assess performance?



Financial Plan


A. Financial Projections

How will you fund the business?

What is your desired debt and equity position?

Who will provide capital debt funds?

What role will leasing play in your financial strategy?

Will you use outside investors for equity capital?

How will you manage the financial risks your business faces?

What operating procedures, such as developing cash flow budgets or spending limits, will you have to ensure adequate money for debt repayment?

What are the important assumptions that underlie your projections? These assumptions may be associated with both external or internal factors.

What financial aspects of your business (equity, asset growth, ROA, ROE, etc.) will you monitor?

What procedures will be used for monitoring overall business performance?

What level of performance will your business shoot for? These should be targets for next year and in five years. They should be financial performance standards used to monitor the overall business.

What yield and output levels could you attain? What efficiency levels will you reach?

B. Contingency Plan

What will you do if you can’t follow through with your primary plan?

How are you preparing for an emergency in your business?

How will the business function if something happens to one of the key members of the management team?

September 20, 2007

Kuwair Labor Law (Arabic)

Filed under: HR,hr forms,human resources,jobs,labor,labor law,work — Khaled @ 9:57 am

قانــــون العمل






الباب الأول

في مجال تطبيق القانون






( مادة 1 )

  • – يقصد بكلمة ” عامل ” كل ذكر أو أنثى من العمال والمستخدمين يقوم بعمل يدوي أو ذهني مقابل أجر تحت إشراف أو أمر صاحب عمل ، ويقصد بكلمة ” صاحب عمل ” كل شخص طبيعي أو معنوي يتخذ من العمل الذي يزاوله حرفة أو مهنة له ويستخدم عمالا مقابل أجر.


( مادة 2 )

  • – ( تستثنى من تطبيق أحكام هذا القانون العمالة المنزلية والعمال الذين تسري عليهم قوانين أخرى فيما نصت عليه هذه القوانين ).


الباب الثاني

في الهجرة وبطاقات العمل






( مادة 3 )

  • – يحظر على صاحب العمل تشغيل عمال من غير الكويتيين ومن غير مواطني دول مجلس التعاون لدول الخليج العربية ما لم تأذن لهم وزارة الشؤون الاجتماعية و العمل بالعمل لديه.
  • – لا يجوز لصاحب العمل أن يستقدم عمالا من الخارج ثم يعمد إلى عدم تسليمهم العمل لديه، أو يثبت عدم حاجته الفعلية إليهم.
  • – ملغي.


( مادة 4 )

  • تصرف بطاقة العمل بالشروط التالية
  • أن يكون العامل قد دخل البلاد بطريقة شرعية
  • أن يكون العامل حاملا لجواز سفر صحيح
  • أن يكون العامل حاصلا على تصريح إقامة
  • أن يكون العامل حسن السير والسلوك
  • وتصرف البطاقة مقابل رسم تحدده وزارة الشئون الاجتماعية والعمل


( مادة 5 )

  • – مدة صلاحية البطاقة سنتان وتجدد مرة واحدة خلال العام الواحد ولا تزيد مدتها بحال من الأحوال عن مدة الإقامة المصرح بها للعامل.
  • إذا سقط عن حاملها احد الشروط الواردة في المادة ( 4 )


( مادة 6 )

  • – لوزارة الشئون الاجتماعية والعمل حق إلغاء بطاقة العمل في الأحوال الآتية :
    1. إذا سقط عن حاملها احد الشروط الواردة في المادة ( 4 ).
    2. إذا رأت في استمرار اشتغاله بالكويت منافسه للعمال الوطنيين في سوق العمل, ولا يؤثر عليها في حقوقه المنصوص عليها في المادة (54).
    3. إذا تعطل عن العمل مدة أقلها ثلاثة أشهر.


( مادة 7 )

  • – تصدر وزارة الشئون الاجتماعية والعمل القرارات المنظمة لصرف تصريحات وبطاقات العمل.


الباب الثالث

في التخديم






( مادة 8 )

  • – للعمال المتعطلين عن العمل الحق في التسجيل لدى وزارة الشئون الاجتماعية والعمل أو أحد فروعها الذي يقع في دائرته محال إقامتهم.
    وتقوم الوزارة بالسعي لإلحاقهم بالوظائف والأعمال التي تتفق مع سنهم وكفايتهم الفنية.


( مادة 11 )

  • – يجوز لوزارة الشئون الاجتماعية والعمل أن ترخص بفتح مكاتب تكون مهمتها تسهيل حصول أصحاب الأعمال على العمالة الوافدة من الخارج أو الداخل طبقا للخبرات والتخصصات المصرح لهم باستخدامها.
    ويحظر على أصحاب هذه المكاتب تقاضي أية مبالغ من العمال مقابل تشغيلهم أو استبقائهم لديهم سواء بطريق مباشر أو غير مباشر.
    ويبين وزير الشئون الاجتماعية والعمل بقرار يصدره شروط وإجراءات منح هذا الترخيص ومدة سريانه ورسوم منحه أو تجديده وحالات سحبه أو إلغائه وكذلك تنظيم أعمال هذه المكاتب والدفاتر والسجلات التي تلتزم بالاحتفاظ بها.


( مادة 9 )

  • – لا يجوز استخدام أي عامل متعطل في عمل من الأعمال الدائمة ما لم يكن مسجلا بوزارة الشئون الاجتماعية والعمل.


( مادة 10 )

  • – تكون الأولوية في التخديم على الوجه التالي:
    1. العامل الكويتي.
    2. العامل العربي الحاصل على بطاقة عمل أو المسجل.
    3. العامل الأجنبي الحاصل على بطاقة عمل أو المسجل.


الباب الرابع







( مادة 12 )

  • – يكون تعيين العامل بموجب عقد – كتابي أو شفهي – يبين على وجه الخصوص تاريخ التعيين وقيمة الأجر ومدة العقد – إذا كان محدود المدة – وطبيعة العمل ، فان كان العقد شفهيا جاز للعامل أو صاحب العمل إثبات حقه بجميع طرق الإثبات.


( مادة 15 )

  • – إذا عهد صاحب عمل إلى آخر بتأدية عمل من أعماله أو جزء منها وجب على الأخير أن يسوى بين عماله وعمال صاحب العمل في جميع الحقوق ويكون صاحب العمل الأصلي متضامنا معه في ذلك في حدود المبالغ المستحقة لصاحب العمل الأخير لدى صاحب العمل الأصلي ، ويشترط في تطبيق أحكام هذه المادة ما يأتي :
    1 – أن يكون العمل المعهود به من الأعمال الأصلية التي يباشرها صاحب العمل.
    2 – أن يكون العمل المعهود به في منطقة الأعمال الأصلية التي يباشرها صاحب العمل.


( مادة 16 )

  • – تحدد فترة تجربة العامل في عقد العمل بشرط ألا تزيد عن مائة يوم ولصاحب العمل الحق في الاستغناء عن خدماته دون إعلان خلال هذه المدة مع دفع مكافآته طبقا للمادة(54).

    ولا يجوز تعيين العامل تحت الاختبار أكثر من مرة واحدة عند صاحب عمل واحد


( مادة 13 )

  • – يجوز أن يكون العقد محدود المدة أو غير محدود المدة ، فان كان محدود المدة وجب أن لا تزيد عن خمسة سنوات ، ومع ذلك يجوز تجديد العقد عند انقضائه.


( مادة 14 )

  • – تحرر جميع العقود باللغة العربية وكذلك المراسلات والتعميمات والنشرات واللوائح التي يصدرها صاحب العمل لعماله.
    يجوز إضافة ترجمة لها بإحدى اللغات الأخرى مع اعتبار النص العربي نصا معتمدا قانونا عند وقع أي خلاف.


الباب الخامس

في تشغيل الأحداث






( مادة 20 )

  • – يجوز لوزارة الشئون الاجتماعية والعمل أن تصرح بإلحاق الأحداث بإحدى الصناعات والمهن المنصوص عليها في الفقر ( ج ) ومن المادة (19) ، إذا كان ذلك بغرض التلمذة المهنية.
    وفي هذه الأحوال تراعى الشروط التالية :
    1 – أن لا تقل سن الحدث عن 14 سنة .
    2 – أن تثبت لياقته الصحية للعمل بهذه الصناعة .
    3 – أن تطبق عليه الإجراءات والشروط التي قد يصدر بها قرار بشأن التلمذة المهينة.


( مادة 17 )

  • – يقصد بالحدث في أحكام هذا القانون كل ذكر أو أنثى بلغ الرابعة عشرة من عمره ولم يتجاوز الثامنة عشرة.


( مادة 18 )

  • – يحظر تشغيل من يقل سنهم عن أربع عشرة سنة من الجنسين.


( مادة 19 )

  • – يجوز تشغيل الأحداث بين 14 – 18 سنة بالشروط التالية :
    أ – الحصول على تصريح من وزارة الشئون الاجتماعية والعمل.
    ب – توقيع الكشف الطبي قبل إلحاقهم بالعمل وبعد ذلك بصفة دورية
    ج – أن يكون تشغيلهم في غير الصناعات والمهن الخطرة والمضرة بالصحة التي يصدر إقرار من وزارة الشئون الاجتماعية والعمل.


( مادة 21 )

  • لا يجوز تشغيل الأحداث ليلا ، أي من الغروب إلى مطلع الشمس.


( مادة 22 )

  • عدد ساعات العمل القصوى للأحداث ست ساعات يوميا بشروط عدم تشغيلهم أكثر من أربع ساعات متوالية تتلوها فترة راحة لا تقل عن ساعة.


الباب السادس

في تشغيل النساء






( مادة 27 )

  • تمنح المرأة العاملة الأجر المماثل لأجر الرجل إذا كانت تقوم بنفس العمل.


( مادة 25 )

  • للحامل الحق في أجازة أقصاها ثلاثون يوما قبل الوضع أو أربعون يوما بعد الوضع بأجر كامل ، ويجوز للعمالة أن تنقطع من العمل بعد هذه الفترة – بدون أجر – لمدة أقصاها مائة يوم متصلة أو متقطعة ، وذلك بسبب مرض يثبت بشهادة طبية أنه نتيجة للحمل والوضع.


( مادة 26 )

  • يسقط حق العاملة في الأجازة السنوية إذا أفادت بالامتيازات التي كفلتها المادة ( 25).


( مادة 23 )

  • لا يجوز تشغيل النساء ليلا ، وتستثنى من ذلك دور العلاج الأهلية والمؤسسات الأخرى التي يصدر بشأن العمل بها قرار من وزارة الشئون الاجتماعية و العمل.


( مادة 24 )

  • يحظر تشغيل النساء في الصناعات أو المهن الخطرة والمضرة بالصحة التي يصدر بها قرار من وزارة الشئون الاجتماعية والعمل.


الباب السابع

في الأجور






( مادة 30 )

  • لا يجوز إلزام العامل بشراء أغذية أو سلع من محال معينة أو ما ينتجه صاحب العمل.


( مادة 31 )

  • لا يجوز اقتطاع أكثر من 10% من اجر العامل وفاء لديون أو لقروض مستحقة لصاحب العمل ولا يتقاضى صاحب العمل عنها أي فائدة.


( مادة 32 )

  • لا يجوز الحجز على الأجر المستحق للعامل أو النزول عن أي جزء منه إلا في حدود 25% وذلك لدين النفقة أو دين المأكل والملبس والديون الأخرى ويستوفى دين النفقة قبل دين المأكل والملبس والديون الأخرى وتسرى أحكام هذه المادة والمادة (31) على جميع المبالغ المستحقة للعامل طبقا للمادة (28 ).


( مادة 28 )

  • يقصد بالأجر ما يتقاضاه العامل من أجر أساسي ويراعى في احتساب الأجور آخر أجر تقاضاه العامل فإن كان العامل ممن يتقاضون أجورهم بالقطعة فيكون التقدير على أساس متوسط ما تناوله عن أيام العمل الفعلية في الثلاث الشهور الأخيرة.


( مادة 29 )

  • يجوز تقدير الأجور بالساعة أو اليوم أو الأسبوع أو بالشهر أو بالقطعة وتؤدي الأجور في أحد أيام العمل وفي مكانه بالعملة القانونية المتداولة مع مراعاة الأحكام الآتية:
    أ – العمال المعنيون بأجر شهري تؤدي أجورهم مرة على الأقل في الشهر.
    ب – العمال المعنيون بالساعة أو باليومية أو بأجر أسبوعي أو بالقطعة تؤدي أجورهم مرة على الأقل كل أسبوعين.
    ج – لا يجوز لصاحب العمل أن ينقل عاملا بالأجر الشهري إلى فئة المياومة أو الأجر الأسبوعي أو القطعة بغير موافقته على ذلك.


الباب الثامن

في ساعات العمل والأجازات






( مادة 35)

  • يمنح العامل يوما كاملا للراحة الأسبوعية بدون أجر وإذا استدعت ظروف العمل تشغيله يوم الراحة الأسبوعية فانه يتقاضى أجرا عن هذا اليوم يوازي الأجر العادي الذي يستحقه مضافا إليه 50% على الأقل.


( مادة 36)

  • الأجازات الرسمية التي تمنح للعامل بأجر كامل هي:

    عيد رأس السنة يوم واحد
    عيد الإسراء يوم واحد
    عيد الفطر يومان
    عيد الأضحى يومان
    عيد المولد النبوي يوم واحد
    عيد جلوس سمو الأمير يوم واحد
    العيد الوطني يوم واحد

    وإذا استدعت ظروف العمل تشغيل العامل في أحد أيام الأجازات الرسمية يقرر له أجر مضاعف.


( مادة 37 )

  • للعامل الذي يثبت مرضه بموجب شهادة طبية الذي يعنيه صاحب العمل أو الطبيب المسئول بإحدى الوحدات الصحية الحكومية الحق في الأجازات المرضية التالية:

    ستة أيام بأجر كامل
    ستة أيام بثلاثة أرباع الأجر
    ستة أيام بنصف الأجر
    ستة أيام بربع الأجر
    ستة أيام بدون أجر

    فإذا وقع خلاف حول تحديد مدة العلاج فان شهادة طبيب الوحدة الصحية الحكومية تجب شهادة الطبيب الأهلي الذي عينه صاحب العمل.


( مادة 33 )

  • مع عدم الإخلال بأحكام المادة الثالثة والعشرون من هذا القانون لا يجوز تشغيل العامل أكثر من ثمان ساعات يوميا أو ثمانية وأربعون ساعة في الأسبوع إلا في الحالات المنصوص عليها في هذا القانون ولا يجوز تشغيل العامل أكثر من خمس ساعات متتالية دون أن يعقبها فترة راحة لا تقل عن ساعة ولا تحسب فترات الراحة ضمن ساعات العمل.
    ويمكن زيادة ساعات العمل في بعض الأحوال كأشغال الفنادق والمطاعم والحراس والمستشفيات كما أنه يمكن إنقاص ساعات العمل في الأشغال المرهقة أو المضرة بالصحة أو لظروف جوية قاسية ويصدر ذلك بقرار من وزير الشئون الاجتماعية والعمل.


( مادة 34 )

  • يجوز تشغيل العامل ساعات إضافية بأمر كتابي من صاحب العمل بشرط ألا تزيد عن ساعتين يوميا إذا كان العمل لازما لمنع وقوع حادث خطر أو إصلاح ما نشأ عنه أو تلافي خسارة محققه أو لمواجهة الأعمال الإضافية ذات الصفة غير العادية ، وفي هذه الحالات جميعا يمنح العامل أجرا عن كل ساعة إضافية يوازي الأجر العادي الذي يستحقه في الساعة مضافا إليه 25% على الأقل على أن تؤدي أجور هذه الساعات طبقا لما نصت عليه المادة (29).


( مادة 38 )

  • لكل عامل أمضى في خدمة صاحب العمل سنة كاملة متصلة الحق في أجازة لمدة (14) يوما بأجر كامل وتزداد إلى ( 21 ) يوما بعد خدمة خمس سنوات متواصلة.


( مادة 39 )

  • لصاحب العمل حق تحديد موعد الأجازة السنوية كما يجوز تجزئتها برضى العامل بعد النصف الأول من المدة المحددة لها.
    ولا يسرى حكم التجزئة على الأجازة المقررة للأحداث.


الباب التاسع

في ظروف العمل






( مادة 40 )

  • على صاحب العمل أن يوفر وسائل الوقاية المناسبة لحماية العمال أثناء العمل من الإصابات المترتبة على استعمال الآلات الميكانيكية والتروس الناقلة وآلات الرفع والنقل وغيرها.
    كما يجب اتخاذ الاحتياطات اللازمة لحماية العمال من السقوط والأجسام المتساقطة والشظايا والأجسام الحادة والمواد الملتهبة والمتفجرة والكاوية و السامة والتيارات الكهربائية والأضواء المنعكسة وغيرها.


( مادة 44)

  • على كل صاحب عمل أن يعد صندوقا للإسعافات الطبية مزودا بالأدوية والأربطة والمطهرات ويوضع الصندوق في مكان ظاهر بمحل العمل بحيث يكون في متناول العمال ويخصص صندوق إسعاف لكل مائة عامل ، ويعهد باستعماله إلى ممرض متمرن.


( مادة 45 )

  • علي صاحب العمل أن يوفر وسائل الانتقال للعمالة اللذين يشتغلون في مناطق لا تصل إليها وسائل المواصلات العادية.


( مادة 46 )

  • على صاحب العمل الذي يستخدم عمالا في مناطق بعيده عن العمران أن يوفر لهم السكن الملائم ومياه الشرب الصالحة ووسائل التموين، وذلك طبقا لما يتفق عليه الطرفان، وتعين وزارة الشئون الاجتماعية والعمل المناطق التي تطبق عليها أحكام هذه المادة.


( مادة 41)

  • تنظم وسائل الوقاية من الإصابات والاحتياطات اللازمة طبقا لما تقرره وزارة الشئون الاجتماعية والعمل.


( ماده 42 )

  • مع عدم الإخلال بقرارات وزارة الصحة العامة وبلدية الكويت بشأن رخص المحلات العامة والمحلات التجارية والصناعية وغيرها يجب على صاحب العمل أن يتخذ الاحتياطات اللازمة لضمان النظافة التامة والتهوية والإضاءة الكافية وتصريف المياه وذلك وفقا للتعليمات التفصيلية التي تصدرها وزارة الشئون الاجتماعية والعمل.


( مادة 43 )

  • على صاحب العمل أن يتخذ الاحتياطات اللازمة لحماية عماله من أمراض المهنة وذلك في الصناعات والأعمال التي يصدر بها بيان من وزارة الشئون الاجتماعية والعمل وتنظيم وزارة الشئون الاجتماعية والعمل الوسائل اللازمة للوقاية في كل صناعة.


الباب العاشر

في نظام العمل والجزاءات






( مادة 47)

  • يجب على صاحب العمل أن يحتفظ بسجل دائم لعماله يتضمن كحد أدني – اسم العامل ومهنته وجنسيته ومحل إقامته وحالته الاجتماعية وتاريخ بدء خدمته وأجره والجزاءات التي وقعت عليه والأجازات السنوية والمرضية التي حصل عليها وتاريخ انتهاء خدمته وأسبابها.


( ماده 48 )

  • علي صاحب العمل أن ينظم بطاقة دوام لكل عامل يسلمه صورة منها ويحتفظ بالأخرى.


( ماده 49 )

  • على صاحب العمل أن يعلق في مكان ظاهر بمقر العمل لائحة دوام بشرط أن تتضمن على وجه الخصوص أوقات الدوام اليومي والعطلة الأسبوعية والأجازات الرسمية.


( مادة 50 )

  • على صاحب العمل الذي يستخدم عشرة عمال فأكثر أن يعلق في مكان ظاهر بمقر العمل لائحة للجزاءات التي يجوز توقيعها على عماله المخالفين وذلك وفقا للقواعد الواردة في المادة ( 51 ) وما تقرره وزارة الشئون الاجتماعية العمل.


( ماده 51 )

  • يراعي في إعداد لوائح الجزاءات وتطبيقها القواعد التالية:
    1 – أن تحدد اللوائح المخالفات التي تقع من العمال ودرجاتها.
    2 – أن تضمن قائمة تصاعدية للجزاءات .
    3 – أن لا يوقع أكثر من جزاء واحد للمخالفة الواحدة.
    4 – أن لا يوقع الجزاء على العامل لأمر ارتكبه خارج مكان العمل إلا إذا كان له علاقة بالعمل.
    5 – أن لا يزيد الخصم عن أجر خمسة أيام شهريا.
    6 – أن لا يزيد الإيقاف عن عشرة أيام شهريا.
    7 – أن لا يعاقب العامل على شيء ارتكبه ومر على تاريخ ثبوته خمسة عشر يوما أو موعد دفع الأجور عادة.


الباب الحادي عشر

في انتهاء العقد ومكافأة نهاية الخدمة






( مادة 52 )

  • إذا كان عقد العمل محدد المدة واستمر الطرفان في تنفيذه بعد انقضاء مدته مجددا لمدة غير محدده وبالشروط الواردة فيه.


( مادة 54 )

  • يستحق العامل مكافأة نهاية الخدمة على الوجه الأتي :
    أ – أجر عشرة أيام عن كل سنة خدمة من السنوات الخمس الأولى وخمسة عشر يوما عن كل سنه من السنوات التالية بحيث لا تزيد المكافأة في مجموعها عن اجر سنة ، وذلك للعمال الذين يقاضون أجورهم باليومية أو بالأسبوع أو بالقطعة أو بالساعة.
    ب – أجرة خمسة عشر يوما عن كل سنة خدمة من السنوات التالية بحيث لا تزيد المكافأة في مجموعها عن أجر سنة ونصف وذلك للعمال الذين تقاضون أجورهم بالشهر.
    ويستحق العامل مكافأة عن كسور السنة بنسبة ما فضه منها في العمل ولا تحتسب للعامل ِأية مكافأة عن سنوات الخدمة السابقة لتطبيق القانون ونشره في الجريدة الرسمية في 15 مارس سنة 1959.
    ولا يخل تطبيق هذا القانون بأية حقوق أو امتيازات تتقرر للعامل في العقود أو القواعد المعمول بها لدى أية مؤسسة أو هيئة أو صاحب عمل.


( مادة 56 )

  • لا يستحق العامل مكافأة نهاية الخدمة إذا ترك العمل بمحض اختياره ولكنه يستحق نصف المكافأة المنصوص عليها في المادة ( 54 ) إذا تجاوزت مدة خدمته خمس سنوات متتالية . أما المرأة العاملة فلها في جميع الأحوال بمناسبة زواجها الحق في المطالبة مكافأتها كاملة عن مدة خدمتها إذا تركت العمل خلال ستة أشهر من تاريخ الزواج.


( مادة 58 )

  • ينتهي عقد العمل بوفاة العامل أو بعجزة عن تأدية عمله أو بسبب إصابته بمرض استنفذ أجازته المرضية مع عدم الإخلال عما جاء في المادتين ( 37 ) و ( 64 ) ، وفي هذه الأحوال يتقاضى العامل أو ورثته الشرعيون مكافآته المنصوص عليها في المادة ( 65 ) ، ولا يجوز لصاحب العمل استعمال حق الفسخ المخول له بمقتضى المادة ( 53 ) أثناء المرض أو الإصابة.


( مادة 55 )

  • لصاحب العمل أن يفصل العامل بدون إعلان وبدون مكافأة في الأحوال الآتية :
    أ – إذا ارتكب خطأ تسبب عنه خسارة جسيمة لصاحب العمل.
    ب – إذا تكررت مخالفته لتعليمات صاحب العمل ، فيما عدا الحالات التي تقتضيها سلامة العمال وأمن العمل ، فهذه في بعض الأحوال لا يشترط فيها التكرار ويراعى في كل ذلك ما جاء بلائحة الجزاءات المعتمدة.
    جـ – إذا تغيب بدون سبب مشروع أكتر من سبعة أيام متتالية .
    د – إذا حكم علية بجريمة ماسة بالشرف أو الأمانة أو الأخلاق.
    و – إذا وقع منه اعتداء على أحد زملائه أو على صاحب العمل أو من ينوب عنه أثناء العمل أو بسببه . مع مراعاة ما جاء بلائحة الجزاءات المعتمدة ,
    ز – إذا أخل أو قصر في أي من الالتزامات المفروضة عليه بنصوص العقد وأحكام هذا القانون .
    حـ – إذا ثبت أن العامل قد أدخل غشا ليحصل على العمل.
    ر – إذا أفشى العامل الأسرار الخاصة بالمحل الذي يعمل فيه.


( مادة 53 )

  • إذا كان العقد غير محدد المدة جاز لكل من الطرفين فسخه بعد إعلان الطرف الآخر كتابة ويكون الإعلان على الوجه التالي:
    أ – قبل فسخ العقد بخمسة عشر يوما على الأقل في حالة العمال المعنيين باجر شهري.
    ب – قبل فسخ العقد بسبعة أيام على الأقل في حالة العمال الآخرين ويجوز أن يؤدي الطرف الذي فسخ العقد بدل إعلان للطرف الثاني مساويا لأجر العامل عن المدة المحددة للإعلان في الفقرة أ و ب من هذه المادة.
    أما إذا كان العقد محدد المدة وقام أحد الطرفين بفسخه دون أن يكون بشرط العقد ما يعالج ذلك فان الطرف الذي فسخ العقد يقوم بتعويض الطرف الآخر عما أصابه من ضرر. فان كان هذا الفسخ من جهة رب العمل ولغير الأسباب المنصوص عليها في المادة ( 55 ) فانه يكون ملزما بالتعويض عما أصاب العامل من ضرر مع مراعاة العرف الجاري وطبيعة العمل ومدة العقد وبوجه عام جميع الأحوال التي تحقق معها وقوع الضرر وتحدد مداه ، على أن لا يتجاوز مبلغ التعويض بأي حال من الأحوال ما يساوي بقية الأجر عن المدة الباقية من العقد ، أما إذا كان الفسخ من جهة العامل ولغير الأسباب الواردة في المادة ( 57 ) فان العامل يكون ملزما بتعويض صاحب العمل عن الخسارة التي لحقت به نتيجة فسخ العقد.


( مادة 57 )

  • يجوز للعامل أن يترك العمل قبل نهاية العقد أو بدون إعلان مع استحقاقه المكافأة في الأحوال التالية:
    أ – إذا لم يلتزم صاحب العمل بنصوص العقد وأحكام هذا القانون.
    ب – إذا وقع عليه اعتداء من صاحب العمل أو من ينوب عنه .
    جـ – اذا كان استمراره في العمل يهدد سلامته أو صحته.


( مادة 59 )

  • ينتهي عقد العمل في حالة حل المنشأة أو تصفيتها أو إغلاقها أو إفلاسها أو إدماجها في غيرها أو انتقالها بالارث أو الوصية أو الهبة أو البيع أو التنازل أو غير ذلك من التصرفات القانونية ، وتصبح مكافآت العمال دينا واجب الوفاء على الخلف ، ويجوز أن يستمر العمال في خدمة الخلف مع الاحتفاظ لهم بمكافآتهم عن المدة السابقة.


( مادة 60 )

  • يمنح العامل شهادة نهاية خدمة تتضمن بيانا بمهمته ومدة خدمته وآخر أجر تقضاه. ويرد إليه ما يكون قد أودعه لدى صاحب العمل من أوراق أو شهادات أو أدوات.


الباب الثاني عشر

في التعويض عن إصابات العمل وأمراض المهنة






( مادة 61 )

  • إذا أصيب العامل في حادث بسبب العمل وفي أثنائه، على صاحب العمل إبلاغ الحادث فورا إلى :
    أ – مخفر الشرطة الواقع في دائرة اختصاصه محل العمل.
    ب – وزارة الشئون الاجتماعية والعمل أو أحد فروعها الواقع في دائرة اختصاصه محل العمل ، ويجوز أن يقوم العامل بهذا البلاغ إذا سمحت حالته بذلك.


( مادة 62 )

  • يجب أن يتضمن البلاغ اسم العمل ومهنته وعنوانه وجنسيته مع وصف موجز عن الحادث وما اتخذ من إجراءات لإسعافه أو علاجه.


( مادة 63 )

  • للعامل المصاب الحق في العلاج بأحد المستشفيات الحكومية أو دور العلاج الأهلية حسبما يراه صاحب العمل وللطبيب المعالج أن يحدد في تقريره الطبي فترة العلاج والعاهة المتخلفة عن الاصابه وقدرته على الاستمرار في مباشرة العمل ، فإذا حدث خلاف في هذا الشأن يحال الأمر إلى وزارة الصحة العامة للتحكيم ، ويكون رأيها نهائيا . ويلتزم صاحب العمل بمصاريف العلاج كاملة بما في ذلك الأدوية والنقل.


( مادة 64 )

  • يتقاضى العامل المصاب أجره بالكامل طوال قترة العلاج التي يحددها الطبيب وذا زادت فترة العلاج عن ستة أشهر يدفع له نصف الأجر فقط حتى يتم شفاؤه أو تثبت عاهته أو يتوفى.


( مادة 67 )

  • إذا أصيب عامل بأحد الأمراض الواردة في البيان أو ظهرت أعراض إحداها عليه يسري عليه أحكام المواد 61 و 62 و 63 و 64 و 65 من هذا القانون.


( مادة 66 )

  • تعد وزارة الشئون الاجتماعية والعمل بيانا بأمراض المهنة والصناعات بالأعمال المسببة لها ويجوز إضافة أمراض مهنية جديدة إلي البيان.


( مادة 65 )

  • للعامل إذا أصيب في حادث بسبب العمل وفي أثنائه – أو للمستحقين من بعده – الحق في التعويض عن الاصابه حسب الجدول الصادر بقرار من وزير الشئون الاجتماعية والعمل تطبيقا لهذه المادة ، على ألا يستحق التعويض إذا ثبت من التحقيق :
    أ – أن العامل قد تعمد إصابة نفسه.
    ب – إذا حدثت الاصابه بسبب سوء سلوك فاحش ومقصود من جانب العامل.
    هذا إذا لم ينشأ عن الاصابه وفاة العامل أو تخلف عجز مستديم تزيد نسبته عن 25% من العجز الكلي.


( مادة 68 )

  • تحدد مسؤولية أصحاب الأعمال السابقين لآخر صاحب عمل يشتغل لديه العامل المصاب على ضوء التقرير الطبي للطبيب المعالج ويلزم هؤلاء بالتعويض كل بنسبة المدة التي قضاها العامل في خدمته.
    ويشترط في تطبيق أحكام هذه المادة أن تكون الصناعات والمهن التي يمارسونها مما ينشأ عنها المرض المصاب به العامل.


الباب الثالث عشر

في منظمات العمال وأصحاب الأعمال






( مادة 69 )

  • حق تكوين اتحادات لأصحاب الأعمال وحق التنظيم النقابي للعمال مكفول وفقا لأحكام هذا القانون,ويكون للنقابة أو الاتحاد المشكلة طبقا لأحكام هذا الباب الشخصية الاعتبارية .
    • تسري أحكام هذا الباب على الموظفين والعاملين في القطاعين الحكومي والنفطي فيما لا يتعارض مع القوانين التي تنظم شئونهم.


( مادة 70 )

  • للعمال الذين يشتغلون في مؤسسة واحدة أو حرفة واحدة أو صناعة واحدة ، أو بمهن أو صناعات أو حرف متماثلة أو مرتبط بعضها ببعض ، أن يكونوا فيما بينهم نقابات ترعى مصالحهم وتدافع عن حقوقهم وتعمل على تحسين حالتهم المادية والاجتماعية وتمثلهم في كافة الأمور المتعلقة بشئون العمال.


الباب الرابع عشر

في التوفيق والتحكيم في منازعات العمل الجماعية






( مادة 88 )

  • إذا نشأ نزاع بين صاحب العمل وجميع عماله – أو فريق منهم – بشأن شروط العمل ، فعليهم التزام الإجراءات التالية لتسوية النزاع :
    أولا: المفاوضة المباشرة بين صاحب العمل – أو من يمثله – وبين العمال – أو من يمثلهم – وفي حالة الوصول إلى اتفاق ودي بين الطرفين يجب تسجيله بوزارة الشئون الاجتماعية والعمل خلال سبعة أيام من توقيعه وذلك وفقا للإجراءات التي تعينها الوزارة.
    ثانيا: إذا لم يوفق الطرفان فيما بينهما إلى تسوية النزاع بالمفاوضة جاز لأحد الطرفين أو كليهما أن يقدم نفسه أو بواسطة ممثله طلبا إلى وزارة الشئون الاجتماعية والعمل للسعي لتسوية النزاع.
    ثالثا : إذا لم توفق وزارة الشئون الاجتماعية والعمل في تسوية النزاع خلال ( 15 ) يوما من تاريخ تقديم الطلب يحال النزاع في نهاية المدة إلى لجنة التحكيم في منازعات العمل التي تؤلف على الوجه الأتي:
    1 – إحدى دوائر محكمة الاستئناف العليا تعينها الجمعية العمومية لهذه المحكمة كل سنه.
    2 – رئيس نيابة يندبه النائب العام.
    3 – ممثل لوزارة الشئون الاجتماعية والعمل أو من يندبه لذلك ومندوبون عن العمال على ألا يزيد مندوبو كل من الطرفين عن ثلاثة وتكون قرارات اللجنة نهائية وملزمة للطرفين.


( مادة 89 )

  • تصدر وزارة الشئون الاجتماعية والعمل القرارات واللوائح والتعليمات ا لمنظمة للإجراءات المنصوص عليها في المادة السابعة.


( مادة 90 )

  • يجوز لأصحاب الأعمال والعمال أن يولفوا فيما بينهم ” لجان مشتركة ” للتعاون في تسوية المنازعات ورفع المستوى الاجتماعي للعمل وتنظيم الخدمات العمالية وتحديد الأجور ورفع الإنتاج إلى غير ذلك من المسائل التي تهم الطرفين.
    ويجوز أن تؤلف هذه اللجان في المؤسسة الواحدة أو على مستوى الصناعة.


( مادة 91)

  • يكون لكل لجنة مشتركة لائحة تأسيسية تبين أهدافها وطريقة تأليفها والإجراءات التي ستتبعها في عقد اجتماعاتها واتخاذ قراراتها . ويجب تسجيل هذه اللجان بوزارة الشئون الاجتماعية والعمل وفقا للقرارات التي تصدرها الوزارة في هذا الشأن .


( مادة 92 )

  • تؤلف ” لجنة استشارية عليا لشون العمل ” تضم ممثلين عن وزارة الشئون الاجتماعية والعمل والوزارات الأخرى المعنية وأصحاب الأعمال والعمال ، وتكون مهمتها إبداء الرأي في تشريعات العمل أو تعديلها ويعتبر رأي اللجنة استشاريا.


( مادة 93 )

  • تصدر وزارة الشئون الاجتماعية والعمل القرارات واللوائح المنظمة لتأليف اللجنة الاستشارية العليا وإجراءات العمل فيها.



Filed under: HR,HRM,human resources,planning — Khaled @ 12:29 am

Human Resource Planning is a relatively traditional discipline. However the
world of business is changing rapidly and new tools are necessary if we in
HR are to meet these new challenges. This is a list of “New Age” HR planning
tools that you might consider adding to your HR “toolkit”.

– *Corporate Head count “Fat” Assessment Plan *
Ever wonder why the decision that we need layoffs seems to come up as
a surprise? Why not establish a set of assessment tools that will let you
know in advance where head count and overhead costs are excessive.

– *Redeployment / Agility Plans*
In this changing world it is not uncommon for new markets and products
to open (and close) rapidly. Companies need to have a strategy to remain
“agile” and to be able to move people, and resources rapidly from areas of
low return to areas of a higher return.

– *”Smoke” Detectors (Predictors) *
If HR is to be proactive it needs to be able to anticipate problems.
Developing HR systems and metrics known as “smoke detectors” that indicate
potential problems might give us sufficient time to develop plans and
strategies to either avoid the problem or minimize its impact.

– *Bench Strength (Back Fill) Plan *
In this time of high turnover, it’s increasingly essential to have a
strategy of identifying and developing individuals that can take over if an
employee leaves. A bench strength plan differs from traditional succession
planning in that it only covers replacing key jobs within a single
department. It is not a company-wide succession plan. Individual managers
are held responsible for developing at least one individual to fill every
key job.

– *Employee Challenge Plan*
One of the primary reasons employees leave their jobs is due to a lack
of challenge. HR can dramatically increase retention rates if it gets
managers to develop individual “Challenge Plans” for each worker. The plan
is reviewed each month to ensure that the individual is constantly growing
and feels challenged.

– *Retention Plan*
A retention plan is a corporate strategy to lower turnover. The first
step is to identify key performers and hard to fill positions. Individuals
that may be “at risk” are identified. Individuals or position -wide
strategies are then developed to increase their retention rates. Additional
efforts are made to identify why people stay in their jobs and why people

– *Quality of Labor Supply Forecasts*
Identifying the “quality” of the future labor supply is a medium term
strategy based on the assumption that the available labor force will not
have the competencies and skills that our company needs. Accurate
forecasting will allow a company to prepare training and development plans
to upgrade the available talent. Adequate preparation will give us a
competitive talent advantage over our rivals.

– *Horizontal Progression Plan*
Because most companies have delayered or eliminated many management
positions there are fewer opportunities for promotion to stimulate workers.
As a result, companies need to develop horizontal transfer and job rotation
plans to ensure the continued development of both technical and managerial
skills among our top employees.

– *Work/Life Balance Supply/Demand Forecasts*
New hires, as well as our current workers are demanding an increasing
array of benefits and work life balance options. HR needs to develop
strategies to accurately assess what those work life balance demands will
be. It must also be able to forecast what percentage of our work force will
choose to participate in work life balance programs like job sharing and
sabbaticals. This forecast will enable us to be prepared for the decreased
amount of hours our employees will be willing to put in.

– *Learning / Knowledge Plan*
Companies are becoming increasingly aware that a major competitive
advantage occurs when a company can rapidly acquire information/ solutions
and swiftly share them throughout the company. HR can help by assisting
managers in developing individual and corporate wide learning plans and
strategies to increase our speed of learning and the application of that
knowledge within our company.

– *Skills/ Competency Inventories*

In order to rapidly redeploy resources and fill unexpected vacancies
HR must develop computerized skill or competency inventories. Such
inventories allow us to “throw” talent at a problem because we are aware of
which individuals in our corporation have the needed skill or experience to
solve that problem. These inventories do not require people to move between
positions as they can also be used as sources for advice and benchmarking.

– *Interest Inventories*
In order to retain employees it is essential that we have a strategy
for identifying and meeting the changing needs of our workers. By asking
workers What projects they might like to work on? What skills they would
like to develop? and What individuals or teams would they like to work with?
managers can develop strategies for increasing a worker excitement and
productivity levels.

– *Candidate Expectation (offer acceptance criteria) Forecast *
The increased number of job openings and the “unique” expectations of
the current crop of generation Xer’s and college hires makes it increasingly
more difficult to get candidates to accept an offer. By using focus groups
and surveys companies can identify and forecast the unique offer acceptance
demands of it’s recruits. Accurate forecasts can give the company sufficient
time to develop the array of programs and benefits that are increasingly
essential to get a candidate to say yes.

– *HR Competitive Analysis*
As CEOs become increasingly aware of the value of strong HR programs
they’re demanding that each and every program we offer is superior to that
of our direct competitors. This requires a side by side and program by
program s assessment on how every HR program we currently have is superior
to our competitors. In addition, in order to continually improve, HR must
show an improvement each year in our “this year to last years” comparison.

– *Bad Management Identification Program*
One of the primary reasons that employees quit their jobs are the bad
management practices of their direct supervisor. Companies often thrown
managers into their jobs with little training or preparation Through the use
of surveys, 360 degree assessments and interviews companies can identify
“bad managers”. The organization can then develop strategies for fixing
these managers, transferring them back to more technical jobs or for
releasing them. Because managers are responsible for meeting many employee
needs that are cited as reasons for employee turnover (communicating with
the worker, challenging them, recognizing their efforts etc.) fixing bad
managers may be the single most important factor in increasing productivity
and decreasing turnover.

– *Talent Acquisition Through Mergers & Acquisition Plan *
There are ways to acquire talent beyond traditional recruiting.
Acquiring “intact” teams and large numbers of talented people (with similar
values) rapidly is possible by having HR “scout out” target firms and then
recommending their acquisition just for their employees.

– *Targeted Succession plans*
Targeted succession plans are narrowly focused strategies for ensuring
that individuals are available to fill vacant key positions in project
teams. Targeted areas often include major software implementations, year
2000 efforts and product development teams. Most succession plans have often
failed because they were too broad. Targeted plans allow the focus and
forecasting to be more narrowly applied with the goal of increasing the
accuracy of the planning.

– *Turnover / Exit Forecast*
A strong economy coupled with large swings in the health of world
economies makes predicting the supply of labor increasingly difficult. The
other side of this issue is identifying where our company is likely to lose
key talent through turnover and retirements. This turnover forecast is
designed to predict short term vacancies in the next six months in order to
prepare the appropriate recruitment or internal promotion strategies.

When HR Becomes CSI

Filed under: csi,HR,HRM,human resources — Khaled @ 12:15 am

by John Sullivan

[Workforce Week September 9-15, 2007 Vol. 8 Issue 37]

HR can take some lessons from a wildly popular television show – CSI: Crime Scene Investigation – to develop methodologies for uncovering what’s killing success in an organization.

With more than 25 million viewers week after week, the television series CSI: Crime Scene Investigation is a certified hit. The crime drama, which demonstrates the use of science to prove how a crime occurred, is so popular that CBS has spun it into a three-series franchise.

The shows demonstrate again and again that assumptions are often wrong and that situations can be interpreted from a number of different angles. And each episode, believe it or not, is packed with learning opportunities for the HR profession. Unfortunately, analyzing untoward events – even ones short of murder – is something that rarely occurs in the HR function.

The effort to understand the underlying reason that an initiative or product fails is called root-cause analysis. In management circles, the efforts are also referred to as post-mortems, but some organizations refer to them as forensic HR or HR failure analysis. Companies like Intel, Microsoft, Valero, GE, Charles Schwab and MGM Grand are well known for digging deep into failures to understand how and why they occurred.

Even if HR had no responsibility for a failure in question, it must become accountable for identifying the causes of the failure and the steps that can be taken to prevent future occurrences.

You need a failure analysis process:
The premise of CSI is that careful examination and application of scientific methods can solve crimes. Prior to the introduction of crime-scene investigation protocols, investigators relied on hunches, treating each case as if it were unique. Today, the protocols insure that a methodical, repeatable process is followed, and point investigators to the answers more quickly as patterns emerge from crime to crime.

I have visited a great many HR operations and can attest that they rarely conduct themselves like a CSI team. Too many practitioners view HR as an art and not a science. They make assumptions, but rarely implement protocols to test their validity. As a result, numerous HR organizations are constantly putting out organizational fires that could have been predicted and prevented.

There are lots of reasons why HR is in this bind, but the overriding reason is that HR people traditionally are not trained in financial analysis – the very tool they need to ascertain why something failed. And they find it difficult to get help from finance, because HR typically doesn’t speak finance’s language. It’s like a beat cop who doesn’t grasp the basics of forensic science trying to talk shop with Gil Grissom, CSI’s lead investigator.

Where to start:
Crime scene investigators have learned that ascertaining how – and even why – a victim was murdered must be a methodical, dispassionate process. Organizations that want to understand why things went wrong need to assemble a failure-analysis team and develop a process or a template to use when examining such breakdowns. With a process in place, HR professionals need to acknowledge a harsh truth: Nearly every failure in an organization can be tracked back to workforce issues.

For example: Post-mortems routinely reveal that organizations make a bad hires at least a third of the time. Employees who are let go and top performers who quit must also be counted as failures. Add to that list those top candidates who reject offers, poor union relations and performance management efforts that fail to produce results, and it is clear that most HR organizations are awash in failure.

Getting to the root:
Painful though it may be, you must prioritize your failures based on their frequency of occurrence and financial impact. Then apply the three-step root-cause analysis process:

1. Define the failure. (In detail, how does the outcome vary from the goal?)
2. Measure the failure. (How far off were you? Do such failures happen all the time?)
3. Uncover cause-and-effect relationships. (How do successful projects differ from unsuccessful ones?)

Over time, or through pilot projects, you can determine if a variance consistently leads to failure or to success. Advanced failure-analysis groups can then go on to identify precursors to a variance. By discovering those patterns, companies can prevent failures in the future. Follow CSI’s lead: Give your investigation team the tools it needs, report to the scene of your organization’s “crime” and get to work. What you see before you is an opportunity to learn – and improve business results.

[About the Author: John Sullivan is a professor of management at San Francisco State University, where he has taught for more than 30 years.]

September 19, 2007

Free HR Forms

Filed under: free,HR,hr forms,HRM — Khaled @ 10:49 am


Hire, manage and motivate your employees more effectively with this collection of useful forms.

All FormNet forms on this site are subject to this disclaimer. Please review prior to using any form. Forms are either in Microsoft Word or Excel format.

Daily Time Sheet
This form helps you keep track of each employee’s hours on a daily basis. This form can be used in conjunction with the Monthly Employee Attendance Record.

Download this Word document

Employee Handbook
The Employee Handbook outlines a company’s employment-related policies. When you present it to employees, you should also have them sign an Acknowledgement of Receipt of Employee Handbook.

Download this Word document

Employee Handbook Receipt
Present this form to employees when you give them an employee handbook. Make sure they return this form to you signed and file it as proof that the employee has read the handbook and agreed to its terms.

Download this Word document

Employee Self-Evaluation
Give this form to an employee before a performance review or at any time to evaluate an employee’s understanding of their job, your organization, its structure and the employee’s role in it.

Download this Word document

Employment Application – Long
Use this longer Employment Application when hiring long-term employees, managers and executives. It provides room for applicants to list several former employers, scholastic honors and future studies, and three personal references.

Download this Word document

Employment Application – Short
This Short Employment Application will be sufficient for most of your company’s hires. For longer-term and executive positions, use the Long Employment Application form.

Download this Word document

Group Payroll Record
This form allows the employer to view all employees’ hours at one time. This form can be used in conjunction with the Quarterly Payroll Record form.

Download this Word document

Independent Contractor’s Agreement
If you have employees who are independent contractors, clarify and document that relationship with this agreement.

Download this Word document

Job Analysis
This form aids you in the employee selection process. Use it with the Job Description form to create recruitment materials, such as classified ads, to determine what attributes you’re looking for.

Download this Word document

Job Applicant Dismissal
Unfortunately, not every resume you receive will be a perfect match. That’s why we’re offering an Applicant Dismissal form letter, which you should send to job seekers who don’t fit your needs.

Download this Word document

Job Description
Use this form to describe the duties of a certain job and how the job relates to other positions in the company. Use this form in conjuction with the Job Analysis form to create recruitment materials, such as classified ads.

Download this Word document

Monthly Employee Attendance Record
Use this form to record the attendance of an employee on a monthly basis. This form gives a detailed record of the reasons for the employee’s absences. To record attendance on a daily basis, use the Daily Time Sheet.

Download this Word document

Offer of Employment and Employment Contract
Found the perfect job candidate? Hire them right by formally announcing the offer of employment and documenting the terms of the employee agreement.

Download this Word document

On-the-Job Training Chart
This form provides a four-step process for employee training. Consult it throughout the training process to understand each step, its purpose and what to do next.

Download this Word document

Performance Evaluation
When evaluating employees, it helps to have a form to guide you and to record the review. Choose the form that works best for your business and use it to provide a written review of an employee’s quality of work and interaction with co-workers.

Download this Word document

Personnel Change Notice
Use this form to record changes in an employee’s status–a new hire, a terminated employee or an employee who has changed position or salary.

Download this Word document

Quarterly Payroll Record
This form allows the employer to see an employees’ hours from a quarterly viewpoint. This form can be used in conjunction with the Group Payroll form, the Daily Time Sheet, the Weekly Time Card and the Monthly Employee Attendence Record.

Download this Word document

Record of Disciplinary Action
Use this form to formally document a disciplinary action against an employee and establish the terms of the employee’s probation. The form serves as a formal written warning so that the employee can’t suggest they didn’t receive warnings or discipline.

Download this Word document

Weekly Time Card
This form is used to keep a weekly record of an employee’s time, specifically for payroll purposes. Use the form in conjuction with the Daily Time Sheet and Monthly Employee Attendence Record.

Download this Word document

Work for Hire and Proprietary Agreement
This contract is used to maintain the confidentiality of proprietary information and to specify legal ownership of any original properties conceived by a contractor for your business.

Download this Word document

Job Description

I’m preparing a Job description bank for all our employees. The way I do it is list the job titles at our company, then search as many descriptions as I can from job sites and links like below, then I meet with the employee and do a Q/A session then meet with department managers and go through the results, then have the CEO approve them and I’m done.

This of course can help me in setting the career path for each employee and also setup a succession plan as well, then I can see if who needs training and in what field.

If anyone knows or can add to this way of doing it, please do so.



  >> Sample Job Description  
  Skill Based Matrix
Assembler Descriptions Network Analyst Descriptions
Warehouse Worker Job Description Sales Representative Description
Mechanic Job Descriptions Human Resource Generalist Descriptions
Machinist Job Description Corporate Attorney Job Description
Shift Supervisor Job Descriptions Engineer Job Description
Plant Manager Description Accountant Job Description
Administrative Assistant Descriptions Supervisor Descriptions
Executive Secretary Description Manager Description
Computer Technical Descriptons Controller Descriptions
Help Desk Description VP – Sales & Marketing Descriptions
LAN Administrator Descriptions VP – Human Resources Description
Computer Programmer Description CFO Description
Application Analyst Desciptions CIO Descriptions
Systems Analys Description CEO/President Descritption

Call Center Customer Descriptions

Service Representative Job Description

Hiring and retaining quality workers is difficult. That is why a good hire starts with an excellent job description. We offer a wide range of job description forms that will help your organization by using them as-is or modifying them as a template to suit your particular job opening.

Download and use the Job Descriptions that we are offering. They come in MS Word format, as well as in PDF.

Job descriptions are crucial for hiring and retaining the best workers. Often, employees are lead to believe a job is one thing only to be disappointed to find that the employment is not as satisfying and challenging. The result is an employee who is difficult to motivate.

One root cause is the job description originally drawn up the organization itself. It is important to do yearly job surveys in order to understand exactly what the employees are doing. What some managers fail to understand is that employee roles tend to change and morph according to their skills and talents as well as evolving workplace demands.

For this reason we advocate that the HR manager or other administrator conduct an employee job survey and review their Job Descriptions to make sure they match up. Any subsequent employee search will be dependent on an accurate description so that when the employee is hired there will be no surprises, and the quality level and productivity will rise company-wide.


Human resources processes, recruitment and selection, training

Filed under: 360,HR,human resources,process,recruitment,test,training — Khaled @ 10:02 am


age diversity and age discrimination

360 degree appraisals tips and templates

bloom’s taxonomy of learning domains

employment termination, dismissal, redundancy, letters templates and style

exit interviews, questions examples, tips

grievance procedures letters samples for employees

group selection recruitment method

induction training checklist, template and tips

job interviews – tips, techniques, questions, answers

job descriptions, writing templates and examples

multiple intelligences – howard gardner’s theory and the VAK learning styles inventory

performance appraisals – process and appraisals form template

team briefing process

training evaluation processes

training and developing people – how to

kirkpatrick’s learning evaluation model

HR performance evaluation

Book Club (Arabic)

Filed under: book club,reading — Khaled @ 4:06 am


This site is one of the dearest blogs to me, it is mainly a book club.

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