Sunday, 15 May 2016
Saturday, 7 May 2016
A PAID HAND IS A PAID HAND By Victor Idem (c) 2016
THE WORKPLACE AND YOU - A PAID HAND IS A PAID HAND
Nature is a good teacher if a person chooses to learn at its feet. Every living system gets born, grows, gets old and redundant and dies off to make room for something new. So it is with an employee's work life cycle. You get hired, get trained , grow in the profession, get stuck at management level where your experience rather than initiative is valued, get redundant (no matter the training and retraining courses attended), and get laid off or throw in the towel to collect your gold wrist watch for long service.
That is the natural course of events, even for the Managing director of a Multinational corporation. Sadly, we have too many people in the workplace who cling on to the job, to a particular office, to a particular office resource (company car, desk, work space, even staff), to a particular procedure or process and to a particular mindset, that impede organizational growth.
Have we not witnessed members of staff who falsify their qualifications, marital statuses, medical records and other critical personal information and or pay bribes (in cash or kind) to ensure they remain in a department, location or get promotion so as remain in the comfort zone that ensures their survival in the corporate jungle? And for what, to stay a little while longer in the system?
Ultimately, every employee will leave paid employment no matter how invaluable he/she might be. So instead of spending time scheming to be indispensable to the company by means other than putting in dedicated service for the number of years you remain a hired hand, a discerning employee should develop skills, aptitude and knowledge that would position him to be able to become an external consultant/resource person for his current employer and or industry when circumstances present itself for him/her to either resign or be retired.
A paid hand is a paid hand, no matter how long you work for, or what level you rise to within a corporation.
Victor Idem (ACIA) (c) 2016
Nature is a good teacher if a person chooses to learn at its feet. Every living system gets born, grows, gets old and redundant and dies off to make room for something new. So it is with an employee's work life cycle. You get hired, get trained , grow in the profession, get stuck at management level where your experience rather than initiative is valued, get redundant (no matter the training and retraining courses attended), and get laid off or throw in the towel to collect your gold wrist watch for long service.
That is the natural course of events, even for the Managing director of a Multinational corporation. Sadly, we have too many people in the workplace who cling on to the job, to a particular office, to a particular office resource (company car, desk, work space, even staff), to a particular procedure or process and to a particular mindset, that impede organizational growth.
Have we not witnessed members of staff who falsify their qualifications, marital statuses, medical records and other critical personal information and or pay bribes (in cash or kind) to ensure they remain in a department, location or get promotion so as remain in the comfort zone that ensures their survival in the corporate jungle? And for what, to stay a little while longer in the system?
Ultimately, every employee will leave paid employment no matter how invaluable he/she might be. So instead of spending time scheming to be indispensable to the company by means other than putting in dedicated service for the number of years you remain a hired hand, a discerning employee should develop skills, aptitude and knowledge that would position him to be able to become an external consultant/resource person for his current employer and or industry when circumstances present itself for him/her to either resign or be retired.
A paid hand is a paid hand, no matter how long you work for, or what level you rise to within a corporation.
Victor Idem (ACIA) (c) 2016
Wednesday, 4 May 2016
VALUE ADDING EMPLOYEE: An asset to the company- By Victor Idem (c) 2016
THE WORKPLACE AND YOU: Bec
ome a value adding Employee
The greatest service I think employers should do for their members of staff is to educate them on corporate finance; the anticipation for, acquisition of, and allocation of financial resources within the organization. Such knowledge will help workers understand how their jobs add to the bottom line.
Most often, employees start to agitate for salary increment and payment other financial emoluments without consideration of the fortunes of the company. They see so much activities going on and misconstrue them to mean that the business is profitable. They fail to connect the dots between revenue and expenses (depreciation on tangible assets, overheads, taxes, pensions, trainings, marketing etc) and feel all the monies accruing to the business should be used to 'settle' them for their time.
It becomes more amazing when you hear some members of staff who have stayed so long on particular designations or ranks, doing the same tasks year in, year out, lamenting about the need for management to pay more for doing the same thing just because they have been around for a while longer. These set of of people are usually lethargic and clogs in the wheel of a company's progress as they forment problems and propagate a philosophy of 'more-money-for-less-work' amongst the workforce.
Every job in a company has a connected line to the company's profits. And a company's profits determines how big the pie baked to accomodate salaries, allowances and bonuses becomes.
So as an employee, devote time to add value to yourself, to your job and ultimately to your company's profitability. Only then can you confidently ask for that raise.
Victor Idem (ACIA) (c) 2016
The greatest service I think employers should do for their members of staff is to educate them on corporate finance; the anticipation for, acquisition of, and allocation of financial resources within the organization. Such knowledge will help workers understand how their jobs add to the bottom line.
Most often, employees start to agitate for salary increment and payment other financial emoluments without consideration of the fortunes of the company. They see so much activities going on and misconstrue them to mean that the business is profitable. They fail to connect the dots between revenue and expenses (depreciation on tangible assets, overheads, taxes, pensions, trainings, marketing etc) and feel all the monies accruing to the business should be used to 'settle' them for their time.
It becomes more amazing when you hear some members of staff who have stayed so long on particular designations or ranks, doing the same tasks year in, year out, lamenting about the need for management to pay more for doing the same thing just because they have been around for a while longer. These set of of people are usually lethargic and clogs in the wheel of a company's progress as they forment problems and propagate a philosophy of 'more-money-for-less-work' amongst the workforce.
Every job in a company has a connected line to the company's profits. And a company's profits determines how big the pie baked to accomodate salaries, allowances and bonuses becomes.
So as an employee, devote time to add value to yourself, to your job and ultimately to your company's profitability. Only then can you confidently ask for that raise.
Victor Idem (ACIA) (c) 2016
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