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packages

Packages are negotiable only at the entry stage; later on, they tend to lose their elasticity!

Bear in mind that packages are not necessarily related to the innate worth of an incumbent. These have more to do with the company’s corporate ego (read brand value), and also the comfort levels offered. Companies offering high-pressure assignments in high-entropy business environments tend to be more liberal with the packages they offer.

The rate of growth of packages outside the company would always be better than the jumps you get in-house. If you are willing to challenge yourself and move out of your present comfort zone, do not grumble for long; find another exciting opportunity and move on!

As postulated by the Motivation-Hygiene Theory of Herzberg, packages fall in the Hygiene category of rewards. To use a medical analogy, their presence does not necessarily make a person healthier; on the contrary, their absence can cause deterioration in health.

To put it simply, when it comes to individual motivation levels, packages have a rather short shelf life.

When it comes to chucking out the deadwood, organizations could come up with innovative severance packages!

(Excerpt from my book ‘Surviving in the Corporate Jungle’, the English version of which was released recently.)

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PACKAGES

Negotiable only at the entry stage, and may not remain so thereafter! Also, the rate of growth of packages outside the company would always be better than the jumps you get in-house! Bear in mind that packages are worked out in relation to the company’s corporate ego (read brand value), and also the comfort levels offered. If you are willing to challenge yourself and move out of your present comfort zone, don’t grumble for long; find another exciting opportunity and move on!

As postulated by the Motivation-Hygiene Theory of Herzberg, packages fall in the Hygiene category of rewards. In other words, to use a medical analogy, their presence does not necessarily make a person healthier; on the contrary, their absence can cause deterioration in health. To put it simply, when it comes to individual motivation levels, packages have a rather short shelf life!

PEOPLE

They are not spares of a machine, to be replaced once their utility is exhausted. Grooming them for higher responsibilities is the management’s prerogative.

The Two Factor theory established long time back that money is a poor motivator, boosting people’s morale only in the short run. Money is connected to material acquisitions and the mind. Intangibles appeal to the heart and make much better sense. A surprising word of praise from an unexpected quarter can cheer up an employee no end. A birthday greeting which goes out-of-the-way to enable an employee to spend quality time with his family may be far more effective. The intangibles build an emotional bond with the company.

PERFORMANCE

At times, first impressions of performance are wrong. Some slow starters may become star performers; some could well be flashes in the pan who eventually fumble and attain a state of clueless bliss. Most jobs would need consistent performance, whereas some require short-term bursts of energy and attention.

Assess performance of people over a period of time, against the backdrop of the nature of the assignment handled.

PLANNING

Good planning needs to be exhaustive, but also flexible. Business environment is always in a flux, and a plan always has to be reviewed to ensure not only its own relevance but also the enthusiasm of the team which would be burning the proverbial midnight oil to implement it.

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