Jewel in the Palace (MN) 5th Sept 06
Familiar to those who watch the popular Korean drama..? Jewel in the Palace?
This is a true story.. (MN is a friend)
Filial MN left lots of work on the desk on last Sat.
Cannot finish his work cause MN need to rush home to accompany his mother who is almost into depression. His senior colleague (SSNSaPTa) took this chance to report to the manager about his table, saying that it was untidy.
They, (senior colleague SSNSaPTa + manager NMYo) conspired to take a photo of MN's table to make a so-called "evidence-based". This photo is meant to show it to Headquarter of the organisation.
Employers Out There, is this a hidden simple question that why top young talents left your organisations?
How many of you guys take photos of your employees and report as fault-finding evidence to your CEO's, COO's, Big Bosses etc?
Best of all, when MN after he came back, NMYo demanded him to thank senior colleague SSNSaPTa for BACKSTABBING!!!
There is no choice...In the end he thank her for don't know what. Forced to thank a person who stab him in front of NMYo. Imagine YOU telling the murderer,"Thank You For Putting This Knife In MY HEART". What more you want to say? "Thank you murderer! Your KNIFE NOT RUSTY enough, so I no NEED to worry about TETANUS!" Thank you leh!
That is politics and it goes on endlessly...
So Sad...
posted by leesoohow at 2:40 AM
1 Comments:
THIS IS A GOOD SHARING. DO TAKE TIME TO READ.
Largest studies undertaken by the Gallup Organization.
Why do talented employees leave companies? Come to think of it. This is
almost 100% true. Read below & find out the answer.
Early this year, Arun, an old friend who is a senior software designer,
got an offer from a prestigious international firm to work in its India
operations developing specialized software. He was thrilled by the
offer. He had heard a lot about the CEO of this company, a charismatic
man often quoted in the business press for his visionary attitude. The
salary was great. The company had all the right systems in place
employee-friendly human resources (HR) policies, a spanking new office,
the very best technology, even a canteen that served superb food.
Twice Arun was sent abroad for training. "My learning curve is the
sharpest it's ever been," he said soon after he joined. "It's a real
high working with such cutting edge technology."
Last week, less than eight months after he joined, Arun walked out of
the job. He has no other offer in hand but he said he couldn't take it
anymore. Nor, apparently, could several other people in his department
who have also quit recently. The CEO is distressed about the high
employee turnover.
He's distressed about the money he's spent in training them. He's
distressed because he can't figure out what happened. Why did this
talented employee leave despite a top salary? Arun quit for the same
reason that drives many good people away. The answer lies in one of the
largest studies undertaken by the Gallup Organization.
The study surveyed over a million employees and 80,000 managers and was
published in a book called First Break All The Rules.
It came up with this surprising finding: If you're losing good people,
look to their immediate supervisor. More than any other single reason,
he is the reason people stay and thrive in an organization. And he's
the reason why
they quit, taking their knowledge, experience and contacts with them.
Often, straight to the competition.
"People leave managers not companies," write the authors Marcus
Buckingham and Curt Coffman. "So much money has been thrown at the
challenge of keeping good people - in the form of better pay, better
perks and better
training - when, in the end, turnover is mostly a manager issue." If
you have a turnover problem, look first to your managers. Are they
driving people away?
Beyond a point, an employee's primary need has less to do with money,
and more to do with how he's treated and how valued he feels. Much of
this depends directly on the immediate manager. And yet, bad bosses
seem to happen to good people everywhere. A Fortune magazine survey
some years ago found that nearly 75 per cent of employees have suffered
at the hands of
difficult superiors. You can leave one job to find - you guessed it,
another wolf in a pin-stripe suit in the next one.
Of all the workplace stressors, a bad boss is possibly the worst,
directly impacting the emotional health and productivity of employees.
Here are some all-too common tales from the battlefield:
Dev, an engineer, still shudders as he recalls the almost daily firings
his boss subjected him to, usually in front of his subordinates. His
boss emasculated him with personal, insulting remarks. In the face of
such rage, Dev completely lost the courage to speak up. But when he
reached home depressed, he poured himself a few drinks, and magically,
became as abusive as the boss himself. Only, it would come out on his
wife and children. Not only was his work life in the doldrums, his
marriage began cracking
up too.
Another employee Rajat recalls the Chinese torture his boss put him
through after a minor disagreement. He cut him off completely. He
bypassed him in any decision that needed to be taken. "He stopped
sending me any papers or files," says Rajat. "It was humiliating
sitting at an empty table. I knew nothing and no one told me anything."
Unable to bear this corporate
Siberia, he finally quit.
HR experts say that of all the abuses, employees find public
humiliation the most intolerable. The first time, an employee may not
leave, but a thought has been planted. The second time, that thought
gets strengthened. The third time, he starts looking for another job.
When people cannot retort openly in anger, they do so by passive
aggression. By digging their heels in and slowing down. By ! doing only
what they are told to do and no more. By omitting to give the boss
crucial information. Dev says: "If you work for a j erk, you basically
want to get him into trouble. You don't have your heart and soul in the
job." Different managers can stress out employees in different ways -
by being too controlling, too suspicious, too pushy, too critical, too
nit-picky. But they forget that workers are not fixed assets, they are
free agents.
When this goes on too long, an employee will quit -often over seemingly
trivial issue. It isn't the 100th blow that knocks a good man down.
It's the 99 that went before. And while it's true that people leave
jobs for all kinds of reasons - for better opportunities or for
circumstantial reasons, many who leave would have stayed - had it not
been for one man constantly telling them, as Arun's boss did: "You are
dispensable. I can find dozens like you.
While it seems like there are plenty of other fish especially in
today's waters, consider for a moment the cost of losing a talented
employee. There's the cost of finding a replacement. The cost of
training the replacement. The cost of not having someone to do the job
in the meantime. The loss of clients and contacts the person had with
the industry. The
loss of morale in co-workers. The loss of trade secrets this person may
now share with others.
Plus, of course, the loss of the company's reputation. Every person who
leaves a corporation then becomes its ambassador, for better or for
worse. We all know of large IT companies that people would love to
join and
large television companies few want to go near. In both cases, former
employees have left to tell their tales.
"Any company trying to compete must figure out a way to engage the mind
of every employee," Jack Welch of GE once said. Much of a company's
value lies "between the ears of its employees". If it's bleeding
talent, it's bleeding value. Unfortunately, many senior executives
busy travelling the world, signing new deals and developing a vision
for the company, have little idea of what may be going on at home.
That deep within an organization that otherwise does all the right
things, one man could be driving its best people away.
September 26, 2006
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