{PassionHR} Fadtastic! ? Part II - HR practices

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From: {PassionHR} <hari.nair69@gmail.com>
Date: Fri, Jan 30, 2009 at 10:39 AM
Subject: Fadtastic! ? Part II - HR practices
To: Hari Nair <harinair64@gmail.com>

 

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HR Practices Fadtastic! - Part II The good and bad in management fads... .....read more Fadtastic! - Part II The good and bad in management fads... Information on "Global Challenges & trends in HR" to get updates Reading Time: 5 minutes (745 Words) Key learnings: Management fads are, fortunately, not the same as fashion fads Nonetheless, implementing a 'trendy' practice requires caution Organisations the world over are enamoured with management buzz words and fads so much so they feel stagnated when there isn't a fad to follow. Now for busy managers to espouse the latest fad is commendable. But the gusto to bring in the buzz must not cloud judgment. The latest fad, however popular, may not contribute to improving organisational efficiency. Part one of this two-mailer series described the difference between fashion and management fads. It also discussed how a blind faith in fads can be damaging. This week's mailer continues the discussion over what organisations need to know about management fads. The bad in fads A series of poorly implemented initiatives spur pessimism and distrust in the management. As one executive says, "Every failed implementation of a management approach results in making future improvements more difficult." When a fad is first introduced, employees are as enthused as the management to make it a success. But when fads are researched badly and implemented poorly, employee enthusiasm turns into frustration and scepticism. When another new initiative is suggested, all that the employees do is wait out its end. "They know that all that they need to do is hang on long enough till either the initiator moves on or changes his mind," says an expert. Employees are quick and in fact the first to see the difference between what has been said and what has happened. So the management's talk about how the initiative will change their work style will only be a hollow rhetoric if the way employees work remains the same, or worse still, deteriorates soon after a fad is introduced. The good in fads Fads are popular and that itself is a great advantage. When management practices and initiatives become fads their service is no longer limited to being mentioned in dissertations and management-related publications. Organisations can put them to use actually. The other huge advantage is fads are a wonderful way of introducing change. The excitement that is generated when a fad is introduced creates a welcome environment for change. By the time the enthusiasm simmers, employees are already way into the initiative! But the most constructive advantage of a fad is that it generates new thinking. Managers who research a fad and facilitate its implementation learn from the experience to become better bosses. Those who limit themselves to surface learning end up being bad bosses. Avoiding failure So, there are good fads and bad ones. And the bad ones are so not because of inherent flaws, but because managements did not assess the fad's suitability vis-à-vis their organisations and industry. Here is what organisations can do to avoid fad failure. Hearsay trouble: Managers often get excited by the success of others. If someone else's success story is the only thing a manager uses to introduce a new initiative, doomsday is not far away! The right time to adopt a fad is after confirming its suitability. This can only be through research and more research. Therefore, reading a book on the latest technique or practice will not suffice. Managers should read as much as they can, talk to as many practitioners as possible and brainstorm with different stakeholders before introducing a fad. Justifying objectives: A fad is just a fancy name for a management tool, practice or technique. Since tools or techniques are introduced to achieve certain objectives, the one question that organisations must ask before implementing a fad is, "Will this help us achieve a business end?" The answer must be a "yes". Additionally, organisations must create a business case for introducing a fad by specifying what they expect from it in measurable parameters. Instant judgment: Often, when a fad is introduced, its impact on productivity and performance is not apparent or immediate. Organisations must be patient before judging a fad's worth. As mentioned in part one, adopting an inappropriate fad can be damaging. Maintaining vigil: Having specified what the fad must achieve in measurable terms, evaluating constantly how and when the milestones are achieved is important to ensure successful implementation. The absence of regular evaluation can impact the effectiveness of a fad. Management fads can be much more than buzz words and flavours of the month provided organisations are careful about how they are implemented. In doing all that is required before implementing a fad, organisations can gain good mileage. Published by TheManageMentor. Contact us at memberservices@cnkonline.com Kirtana Related Reading: 1. "Management fads - things that you should know", by Robert Bacal 2. "Management fads: here today, gone tomorrow" Top

These documents are provided for informational purposes only. The information contained in this document represents the current view of TheManageMentor on the issues discussed as of the date of publication. Because TheManageMentor must respond to changes in market conditions, it should not be interpreted to be a commitment on the part of TheManageMentor and TheManageMentor cannot guarantee the accuracy of any information presented after the date of publication. INFORMATION PROVIDED IN THIS DOCUMENT IS PROVIDED "AS IS" WITHOUT WARRANTY OF ANY KIND, EITHER EXPRESS OR IMPLIED, INCLUDING BUT NOT LIMITED TO THE IMPLIED WARRANTIES OF MERCHANTABILITY, FITNESS FOR A PARTICULAR PURPOSE AND FREEDOM FROM INFRINGEMENT. The user assumes the entire risk as to the accuracy and the use of this document. This document may be copied and distributed subject to the following conditions: 1) All text must be copied without modification and all pages must be included; 2) All copies must contain TheManageMentor copyright notice and any other notices provided therein; and 3) This document may not be distributed for profit. All trademarks acknowledged. Copyright C & K Management Limited. 2001-2004.

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