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.

Tips
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.

Advice
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 20, 2007

Kuwair Labor Law (Arabic)

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

قانــــون العمل

 

البــاب

الوصـــف

   
 

1

الباب الأول

في مجال تطبيق القانون

اخفاءالمــواد

 

المــادة

 

1

( 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.

2

( مادة 2 )

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

2

الباب الثاني

في الهجرة وبطاقات العمل

اخفاءالمــواد

 

المــادة

 

1

( 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.

2

( 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

3

( 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 )

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.

5

( مادة 7 )

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

3

الباب الثالث

في التخديم

اخفاءالمــواد

 

المــادة

 

1

( 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.

2

( 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.

3

( مادة 9 )

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

4

( 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.

4

الباب الرابع

 

اخفاءالمــواد

 

المــادة

 

1

( 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.

2

( 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.

3

( 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

4

( 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.

5

( 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.

5

الباب الخامس

في تشغيل الأحداث

اخفاءالمــواد

 

المــادة

 

1

( 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.

2

( مادة 17 )

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

3

( مادة 18 )

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

4

( 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.

5

( مادة 21 )

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

6

( 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.

6

الباب السادس

في تشغيل النساء

اخفاءالمــواد

 

المــادة

 

1

( مادة 27 )

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

2

( 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.

3

( مادة 26 )

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

4

( 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.

5

( مادة 24 )

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

7

الباب السابع

في الأجور

اخفاءالمــواد

 

المــادة

 

1

( مادة 30 )

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

2

( 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.

3

( 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 ).

4

( 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.

5

( 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.

8

الباب الثامن

في ساعات العمل والأجازات

اخفاءالمــواد

 

المــادة

 

1

( 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.

2

( 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.

3

( 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.

4

( 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.

5

( 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).


6

( 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.

7

( 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.

9

الباب التاسع

في ظروف العمل

اخفاءالمــواد

 

المــادة

 

1

( 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.

2

( 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.

3

( مادة 45 )

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

4

( 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.

5

( مادة 41)

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

6

( 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.

7

( 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.

10

الباب العاشر

في نظام العمل والجزاءات

اخفاءالمــواد

 

المــادة

 

1

( 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.

2

( ماده 48 )

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

3

( 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.

4

( 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.

5

( 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.

11

الباب الحادي عشر

في انتهاء العقد ومكافأة نهاية الخدمة

اخفاءالمــواد

 

المــادة

 

1

( مادة 52 )

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

2

( 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.

3

( 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.

4

( 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.

5

( 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.

6

( 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.

7

( 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.

8

( 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.

9

( 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.

12

الباب الثاني عشر

في التعويض عن إصابات العمل وأمراض المهنة

اخفاءالمــواد

 

المــادة

 

1

( 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.

2

( مادة 62 )

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

3

( 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.

4

( 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.

5

( 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.

6

( مادة 66 )

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

7

( 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.

8

( 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.

13

الباب الثالث عشر

في منظمات العمال وأصحاب الأعمال

اخفاءالمــواد

 

المــادة

 

1

( 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.


2

( 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.

14

الباب الرابع عشر

في التوفيق والتحكيم في منازعات العمل الجماعية

اخفاءالمــواد

 

المــادة

 

1

( 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.

2

( مادة 89 )

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

3

( 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.


4

( 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 .

5

( 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.

6

( مادة 93 )

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

 

September 19, 2007

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.

Thanks,

+SOURCE

   
  >> Sample Job Description  
  Traditional  
  Skill Based Matrix
SAMPLE JOBS  
 
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.

 

September 18, 2007

Organizational Chart

Filed under: HR,org chart,work — Khaled @ 9:37 am

Organizational Chart

 

Organizational Chart

In a corporate world employees in lower ranks get a lot of shusmo !

September 14, 2007

Why do we need succession planning?

Filed under: business,HR,HRM,human resources,small business,succession,work — Khaled @ 8:37 am


Why do organizations need succession planning? Some of the more important reasons are: (a) survival, (b) nature of business, (c) cost savings, (d) aligning HR policies and function with strategic long-term business goals and functions, (e) better retention, (f) better change/transition management, (g) creating future leaders, and (h) improved corporate image.

Both family run organizations as well as professionally run companies need succession planning although they may do so for different sets of reasons. For family run businesses, survival or change management is usually the predominant factor requiring a well thought out succession plan. For professionally run corporates, the single most important reason for having a sound succession plan in place is usually cost savings on account of (a) potential loss of business due to unfilled vacancies in key positions and (b) costs of external hiring and training. All the other reasons may be applicable to both types of organizations.

Family run businesses – whether large, medium or small and irrespective of other characteristics of the business – always require a sound succession plan because it is a matter of survival for them. Instances of family run businesses failing to survive after the death of the founder are far too many. Even large corporate houses such as those created by the Birlas, Tatas, Ambanis or Bajaj have all been in the news and for the wrong reasons after the death/retirement of leading group patriarchs apparently because they did not have an effective and already in place succession plan.

On the other hand, there are examples of family run businesses which have put careful thought into the question. The rapidly growing Rs 2000 crore GMR Group is a case in point. The Group’s patriarch, 56 year old founder chairman, Mr G.M. Rao has already put in place a very detailed succession plan so that after his retirement and eventually death, the family business can continue to grow smoothly. He has, in fact, got all his family members to agree to adhere to a written down family Constitution to help guide the whole process of change management and achieving balance between family interests and business interests on a long term basis.

Heads of family run businesses and HR managers working in such organisations can find it profitable to run a quick check on how ready they are to manage change, especially when the present CEO or head of the family business retires or dies and exits the business. There is a handy practical tool for doing this developed by management Guru Dr Randel Carlock called a Family Business Succession Readyness Assessment. This simple test and accompanying procedures are handy practical tools for getting a very good insight into whether a succession plan is needed for a particular business, if so how soon is it needed and what areas to focus on while developing a succession plan for that particular business.

Apart from the separate issues related to succession in family run businesses, most other organisations too need a sound succession plan. Knowledge intensive businesses need a succession plan not only because they are almost entirely human resource or “talent” dependent and, therefore, must have institutional mechanisms for talent recruitment, training and mentoring but also because most such organizations are global operators and need to specifically develop leaders with global perspectives. While IT majors such as Wipro, Infosys and many others have specific Talent Management programmes, a survey conducted in March this year by DNL Global and Human Capital Institute among talent management executives across organizations in Singapore, India, Sri Lanka and South Korea found that while most organizations had good project management capability they had poor ranks when it came to having people with global skills and perspectives, a finding that confirms an earlier survey that in the coming days organizations are going to face an acute shortage of people with global skills and perspectives. In such organisations, succession planning is needed to keep strategic business goals and functions properly aligned with HR goals and functions since the business itself is entirely talent or HR driven.

Global operators and service providers, remote management agencies, continuous production/service organizations such as chemical plants or newspaper production houses, national security and essential service organizations, and similar agencies operating 24/7 require an institutionalized succession plan since any sudden vacancy in a key functional area can bring about a major disruption in the entire business process chain. Hence, the entire chain of command is so constructed that most vacancies can be filled in-house. Consequently success for such organizations depend a great deal on how well they recruit talent, train, mentor and keep ready in-house talent who can succeed on to the next higher rank in the chain of command in case there arises such a vacancy. For them, success comes form successful succession planning.

While there is a seven step model for developing a succession plan, some of the best practices followed by global leaders in various countries can also be consulted by those interested in developing a succession plan for their own organizations. A word of caution, however, before we end this article. Most organizations also need a lot of fresh blood at regular intervals to not only bring in new perspectives and contemporary cultures and techniques but sometimes also to put a check on unhealthy in-house power politics. So, if and when necessary, don’t let an overemphasis on succession plans and in-house talent come in the way of external hiring even in key positions and despite there being an incumbent successor already in place!

+SOURCE

September 12, 2007

How to Clean Up Your Online Reputation

Filed under: HR,job,online,resume,work — Khaled @ 6:36 am

 

by Allan Hoffman
Monster Tech Jobs Expert

How to Clean Up Your Online Reputation

 

 

 

Maybe it wasn’t such a great idea to post that video from your bachelor party in Vegas. Or to include a recipe for pot brownies in your otherwise above-board food blog. Or to rant about your former employer — specifically, about the CEO’s bad haircut and body odor — on an industry message board.

Maybe it wasn’t such a great idea to do any of the other infinitely creative, breathtakingly easy and completely dumb things the Internet allows you to do with just a few keystrokes and mouse clicks.

But you did, and now you’re sorry as you head out into the job market with an online reputation to repair.

No one knows how many job candidates worry about how their online reputation can affect their job prospects, but anecdotal evidence suggests that more people are realizing that what they do online — and what others say about them online — can play a role in determining whether they get hired or fired. Post a video, and it may be online forever — no matter how stupid it makes you look. The same goes for blog posts, forum discussions, photo albums and even emails you send to friends. (You never know what will spread from the private sphere to the public realm.) The point is painfully obvious: You need to be thoughtful and deliberate when conducting your life online.

But what happens when it’s too late? Here’s how you can attempt to undo the damage.

Scope Out the Damage

First, determine what damaging information exists. Enter your name at Google, MSN and Yahoo and see what turns up in the first four or five pages of results. Anything troubling? Mark it for action. Then sign up for the alerts available at spots like Google Alerts; when information about you is added or updated, you’ll find out via email.

Monitoring your reputation in this manner is time-consuming, so you may want assistance. ReputationDefender provides members with monthly search reports that detail the information available about them on blogs, photo and video sites, news sources and social networking hubs like Facebook and MySpace. Memberships start at $9.95 per month under a 24-month plan.

An item doesn’t need to be outrageous to hurt your job prospects. “If it raises a shadow of a doubt about the candidate, the employer is not going to hire that person,” says Ross Chanin, vice president of operations for ReputationDefender.

Bury It

So you did something stupid — maybe a month ago, maybe a decade ago. Now you want to make sure no one finds that record of your stupidity. Scott Allen, coauthor of The Virtual Handshake: Opening Doors and Closing Deals Online, advocates burying the bad with the good. That means creating new content about yourself, such as a blog or Web site. “It’s not that you can make the stuff disappear,” he says. “It’s that you make so much more good stuff that you can’t find the bad stuff.”

Just be sure you create worthwhile material. If possible, Allen says, publish your writing at respected sources, such as industry publications. After all, publishing your own material goes only so far. “If it’s obvious it came from you, it can only do so much,” he says.

Request Removal

You may be able to have the material removed, but remember that much of what appears online is archived at the Internet Archive, a nonprofit initiative designed to be a resource for historians and researchers.

If you believe you have a strong case to have material removed, don’t come out swinging. “That can cause more bad PR for you,” Allen says. Instead, take a soft stance: Explain your reasons for wanting the material removed and assume the owner of the site (or the owner’s representative) is reasonable and will listen. If the information is inaccurate, defamatory or libelous, point that out.

Just be sure to learn as much as possible about the site before making your move. If you’re dealing with an in-your-face blog, sending an email to the blogger requesting that something about you be removed can backfire. Bloggers have been known to post those emails, so be aware that your request could end up casting more unfavorable attention on you.

As for search engines, don’t bother. You won’t have any luck asking them to rig their results in your favor.

Hire a Service

A growing number of services can help you manage or clean up your online reputation. Along with ReputationDefender, these services include Defendmyname and Naymz. ReputationDefender’s reports, for instance, include a “destroy” option; choose that, and for $29.95, ReputationDefender will attempt to have a particular item about you removed. “We aim to save our clients time,” Chanin says. “We can do in two or three hours what it might take you from 72 to 96 hours [to do].”

But managing your reputation doesn’t always come cheap. ReputationDefender offers another level of service for $10,000. Under this plan, the company uses a variety of tactics to improve your online rep and ensure that the positive material about you rises to the top of search-engine results.

Reputation matters, and if you’re not diligent, you may end up paying a very high price.

++SOURCE 

September 11, 2007

10 Essential Negotiating Skills for HR Managers

Filed under: boss,HR,human resources,managers,negotiating,skills,work — Khaled @ 10:43 am

Human resource managers spend enormous amounts of time helping both employees and upper management cope with everyday issues involving two or more stakeholder groups—often with conflicting interests. What you are doing day in and day out, whether you realize it or not, is negotiating. Any time you are involved in helping two or more parties come to an agreement, you are, in effect, handling a negotiation.HR professionals who hone their negotiating skills are in a tremendous position to influence company morale, improve productivity, boost the bottom line, and foster a company culture that is harmonious and competitive. In other words, being a better negotiator makes you better at managing your workforce, with all of its complexities.In human resources, you can master the same type of negotiating techniques that are used by high-powered companies to secure multimillion-dollar contracts. At the core of every negotiation are two sets of interests that need to get resolved so that the parties can move forward in a constructive way. HR professionals spend many hours of every day knocking out agreements, large and small, so that the company organism can continue to function smoothly. Competent negotiating is essential to HR.What type of everyday issues confronting HR managers could be improved with more effective negotiation skills? Here’s a short list:
• Working out labor disputes with unions and other labor groups
• Hammering out benefits packages
• Negotiating salaries and raises
• Dealing with employee conflicts
• Hiring top-notch people
• Motivating sales staff
• Managing change initiatives
• Dealing with disgruntled, litigious employees
• Making downsizing and outsourcing decisions
• Developing leadership skills among your talent pool
• Selling new strategic initiatives to department heads
• Managing post-merger cultural acclimation
• Bringing in new management
• Working out budgetary allocations

And there are many more. So ask yourself: Did you ever receive formal negotiating training? Are there areas of your work that consistently disappoint? It may be that you simply need to learn more effective ways to come to decisions with people and to problem solve. Many HR professionals are hired for their “people skills,” and you may feel that yours are adequate. But what does this really mean? Even if you have an excellent rapport with others, are you using your listening, communicating, and reasoning gifts to best advantage in your job? Do you always feel as though you’ve come to an agreement that resonates with all parties involved?

For twenty-plus years, I have been training people in a contrarian, highly effective negotiating approach called Systematic Decision-based Negotiating, a methodology designed to result in good decisions every time. At the heart of this approach is the following truth: Emotions can overwhelm you in any negotiation. In my system, you dispense with feel-good emotions and follow instead a highly structured, systematic method based on sound decisions, each decision building on the one before it. This way of negotiating may seem counterintuitive to HR professionals at first, and demands discipline and self-awareness every step of the way to learn and master. But once you learn it, you will enjoy dramatic new results in every type of workplace negotiation.

Like most HR professionals, you are probably more adept at and used to compromise-based negotiation (also known as collective bargaining or win-win negotiation). Here’s the bald truth: win-win is emotion-based, rather than decision-based. Emotion-based negotiation leads to bad decisions. The win-win books would never admit this, of course, but they can’t get around the fact that the invitation to compromise that lurks just beneath the surface of the win-win paradigm is really just an invitation to let emotions—all kinds of emotions—take over: the hope that you’re going to be the hero; the fear that you’re going to ruin your company; the desire to make everyone happy; the temptation to make a deal, any deal, and worry about the consequences later.

Is that “Taps” I hear playing in the background for our beloved apple-pie, feel-good, win-win way that embraces the all-American concept of compromise? At this point, everyone in business should know that Fortune 500 negotiators use strategies expressly designed to take advantage of win-win negotiators. In the upper echelons of the negotiating world, win-win is a joke. Yet a surprising number of business people don’t know this—until it’s too late. This is why win-win leads to bad decisions and bad deals, time after time after time. This is why win-win is, all too often, win-lose.

What is the significance, then, for HR managers? It means that going into negotiations with the idea that you will try to arrive at a compromise is going to make you an ineffective decision maker and problem solver. If you can master good decision-making skills that are not based on emotions of any kind, you have the best chance of maintaining control of the situation and achieving the most beneficial possible outcome—for everyone. That’s because agreements based on sound decisions will always be superior to those based on emotions. We often have no control over our emotions, but we can always control our actions—our decisions. Good, disciplined negotiation is all about making good, disciplined decisions.

In a simplified form, here are ten basic rules of thumb from Systematic Decision-based Negotiation that can help in any type of HR negotiations.
1. Take a dispassionate, emotionally neutral look at the issue. Never start with an assumption. When you start with any kind of assumption, such as “that employee is asking for more than we’ll give her, and she knows it,” then every decision that follows in the dialogue will be based on your initial assumption. You cannot know what is on the other person’s mind until she tells you. Assumptions, biases, and fears are all emotion-based states, and decisions based on emotions are not sound decisions. Begin, instead, by clearing your mind of any preconceptions—and asking team members on your side of the table to do the same. Throughout the negotiation, try to stay focused on what is being said, not what you think.

2. Find out the real, not the assumed, needs of every stakeholder group. Before you begin labor union talks, financial meetings, negotiations with IT firms, or discussions with key department heads, you should have a deep understanding of each stakeholder’s interests and current situation. Again, never base decisions on assumptions. Do your homework and come prepared. Conduct intensive fact-finding sessions with each group to find out where they currently stand on a variety of issues. Coming to a negotiation well informed trumps your “people skills” any day.

3. Deal with the real power holders. Let’s say your tech people are having trouble communicating and cooperating with your financial people. Think carefully about who the true decision makers in this scenario are. Whom you negotiate with will depend on the problem, but make certain that you are negotiating with the real power brokers and not with blockers—people who try to keep you from the real decision makers. These people may even consider “blocking” part of their job description. Do show blockers respect, however, as you find a way to get around them. It is a waste of everyone’s time to negotiate with blockers.

4. Identify all problems you see holding back a successful arrangement. Before you go into a negotiation, you should have a clear idea of what might stop or keep you from a successful solution. State those problems clearly at the outset of your talks and ask the stakeholder how these problems might be solved. Get stakeholders talking, while you listen. Their answers to these questions will provide critical information that will be of strategic importance to you as you proceed.

5. Keep your mouth shut. Every step of the way, it’s critical to be fully present in the moment, almost a zenlike state. Remain open to innuendos, the other party’s emotions, and listen carefully to everything that is said. Each time you ask a question, it should be built on facts that have been disclosed, never on opinions, needs, or hunches. Keep quiet as much as possible and take thorough notes. You will be amazed at how much better you listen when you record rather than speak.

6. Clarify all questions with interrogative-led questions. When an upper-level executive asks you which departments you believe might prove resistant to his new initiative, respond with your own question, and be sure to compliment him in the process. Ask interrogative-led questions—who, what, when, where, why, and how—to get him talking and revealing more facts to you. For example, you might say, “That’s a great question, Bill. What types of obstacles do you feel are most problematic to our people as they decide whether to come on-board with your proposal?” In one fell swoop, you’ve put the executive at ease, you’re directed the dialogue, and you’ve gotten him to fill in much needed details that will help you explore the issues more thoroughly.

7. Have a valid M&P. Never enter into a negotiation with any of your stakeholder groups without a valid mission and purpose, an M&P that is set in the stakeholder’s world, one that’s based on the stakeholder’s needs, requirements, hopes, fears, and plans. Because every decision you make along the way has to fulfill this M&P, it will handle any contingency that comes up during the negotiation, and will not fail to give you a good outcome. For example, your M&P might be: to create a prosperous and secure future for the stakeholder by keeping the company competitive.

8. Never begin negotiations by offering a compromise. Also, never ask your respected colleague to say yes. If you start with a “yes” agreement, there’s nowhere to go from there. Instead, start by inviting them to say no. Tell them you are comfortable with a no answer and you want them to be comfortable to say no. Tell them that you will take no as an honest decision that can be discussed and perhaps reversed during the course of your talks. If your opponent asks you to tell him or her what you want, resist the urge to answer. You need to get the other party talking and revealing and spilling the beans.

9. Do not try to be friends. The stakeholders involved in daily HR negotiations are not your friends; they are respected colleagues. Trying to be friends is one of the ways we let neediness slip into the process. Neediness is an emotion; keep emotions out of the equation. The purpose of this negotiation is to reach a respectful and fair solution that accomplishes your mission and purpose, which will be in your respected opponents’ interest as well.

10. Never think about closing. Whether it’s budget reallocations for the next fiscal year or a new labor contract, do not think about, hope for, or plan for the outcome of the deal. Focus instead on what you can control: your behavior and activity during the negotiation. The second you focus on closing, the deal is dead because you’ve let your emotions into the negotiation.

Jim Camp is an internationally sought negotiation coach and trainer, and author of NO: The Only Negotiating System You Need for Work and Home (Crown), the revised and updated version of his critically acclaimed business book, Start with No. As president and founder of The Camp Group, he has coached individuals, companies, and governments worldwide through hundreds of negotiations worth billions. Learn more about Camp and his team of coaches at http://www.startwithno.com.

 ++Source

September 7, 2007

Do you hate your boss? Who doesn’t!

Filed under: boss,HR,work — Khaled @ 7:03 am

Right after graduation from college, I was complaining about my boss to a circle of friends who are older than me, then I heard the best answer: The ideal job environment that you have installed in your mind is non-existent, we all have bad bosses one way or another, we just learn to live with it.

Here is an article that tackles this very matter.

Great Article: “Bad Boss Blues”

 

Tips for Surviving Challenging Supervisors

Robert Half International
Building good rapport with your boss is essential to your career success. After all, he or she decides which projects you take on and how quickly you advance. But not all workers see eye-to-eye with their supervisors. Here are some common types of managers and tips for working with each of them.

The Box of Chocolates
As with selecting a bonbon from an assortment, you never know what you’re going to get with this boss. The manager may confide in you one day and turn a cold shoulder the next.

Your Coping Strategy: Remain calm when interacting with this type of boss. When this manager is on edge, limit communication to email unless a matter is urgent. Do everything you can to ease this person’s stress level, which may be driving his or her mood swings.

The Bully
This boss has a consistent disposition: overbearing. This type of supervisor also tends to be gruff with others and is easily frustrated.

Your Coping Strategy: Deal with this person by standing up for yourself. In fact, this person may do a complete 180 once he or she is convinced you’re up to the challenge of working together. If your manager continues to bully you, however, move on.

The Control Freak
This person wants to know every detail of every project. He or she also has trouble delegating tasks, and may not give you very challenging assignments.

Your Coping Strategy: Trust is usually the issue, so try to build it. Start a log that details the status of your current projects and steps you’ve taken to ensure quality work. The more confident your manager is in your abilities, the less controlling that person is likely to be.

The Mute
This manager lets staff members “figure things out on their own.” Because this person relies on email — and works behind closed doors — you rarely have the opportunity to clarify ambiguous messages.

Your Coping Strategy: Don’t be afraid to ask questions, even if through email. If a topic becomes so complex that you begin shooting messages back and forth, your boss may eventually request an in-person meeting. If the conversation goes well, he or she may even realize verbal dialogue can be an efficient mode of communication.

The Best Friend
This person is afraid to set standards because he or she wants to be liked by everyone. This manager frequently relinquishes responsibility for the sake of friendship, compromising the team’s ability to function.

Your Coping Strategy: Enjoy the occasional lunch out, but keep a professional distance and support this person when he or she exerts authority. Once your boss understands leadership is needed, he or she may feel more confident in the role and be more active in managing you and the rest of the team.

August 31, 2007

Last minute tips for your job interview

Filed under: HR,interview,work — Khaled @ 1:40 pm

The day of the interview has arrived; this is the moment when you prove yourself in front of the interviewer and you want to make the most of it. There are some tips you should take into account:

The things you should do:

  • Be on time!
  • Learn the name of you interviewer, and do not forget it.
  • Greet you interviewer with a firm handshake
  • Show interest in the conversation: listen carefully and do not interrupt.
  • Relax (it sounds easy!) and answer the questions concisely, do not talk too much.
  • Be honest; do not lie about your qualifications.
  • Be positive, cooperative and enthusiastic
  • Ask questions about the organization
  • When you leave, thank the interviewer. (Do you remember his/her name?)

The things you should never do in the interview.

  • Arrive late
  • Chew gum
  • Give a poor handshake
  • Leave your cell phone on
  • Eat
  • Treat the receptionist impolitely.
  • Say something negative about your past employer Job interview tip, preparing for a job interview
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