New Business Ideas 4 U

Posts Tagged ‘communication’

So what about ‘special treatment’ for “A” jobs and “A” jobholders?

Firstly, consider pay. If a job is a strategic “A” job, then it is recognized as being of critical importance for the company. It is logical that if an “A” job is unfilled, the company will suffer, therefore it is crucial that the importance of the job is reflected in the pay for it. And since it is very possible that the “A” job is not a managerial job, and then it may be that the jobholder is paid more than his/her manager. I personally can see nothing wrong with that.

There has been precedent forever. In the military for example, the platoon sergeant – now there’s an “A” job for you – probably earns more that the second lieutenant who is his/her platoon commander. When I first entered the business world, I worked for an oil company. At the company’s major international port of entry for bulk fuel, the depot superintendent was the most highly paid staff member, but the next four places in the salary stakes were held by senior unionized fuel tanker drivers. Getting a driver supervisor internally was impossible. The selected driver would lose so much pay!

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Very early in the book Groundswell, the authors tabulate the way in which organizations may have to change to accommodate the groundswell. I give you the table below.

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Are you a creator, a critic, a collector, a joiner, a spectator or an inactive? I bet you don’t know. And I have to confess I don’t know for sure what I am either.

And does it matter?

Now that question I can answer, based on the ideas proposed in Groundswell, our book of the month for January. Yes, it does matter. In fact it matters a lot!

The classifications are those defined by Forrester Research in US for classifying the people in the groundswell. Let’s check out what it all means.

Forrester Research created the concept, which is explained in the table below. They use the classifications in their research for their customers.

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I have been asked to explain a little more about the ‘average’ approach from the book Performance Intelligence at Work that we talked about in the last posting. So here is an supplementary posting for you to consider.

I am a FreeCell addict. I am fascinated by the game and I play it more than I should, I guess. Since I am a performance measurement nut, one of the features I like about the game – part of the Windows basic package, for those who haven’t come across it – is that it keeps score. After each game – win or lose – you can check your cumulative score. This allows you to calculate your average – how you are performing at the moment in Dr Julie’s terms. I have played many thousands of games over the years, so what I do is play a series of 100 games, enter my percentage wins for that 100 games, then start again. The reason I do this is simple. After a number of games have been played, the winning or losing of one game has a minuscule  effect on my overall average. Even a run of 50 wins – which I achieve sometimes – has a tiny effect on a database of 5000, but is significant in a series of 100. Read the rest of this entry »