Goodbye Motorola! How Chicago's greatest tech company fell to earth?

Under the Galvin family, Motorola had soaring achievements. This was the company, remember, that invented the cellphone. Those days are over. What went wrong?  

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Doctors have bad days too

AS a doctor I have always been asked questions by enthusiastic parents about the job.

Among the questions are: “How is it being a doctor?”, “What do you think if my children become doctors?” and “How much do you earn per month as a doctor?”

Despite an overflow into this profession, many parents are still willing to invest in their children pursuing medicine. Recently, there was an incident in my clinic that still remains in my mind.

There was a patient complaining of the bad attitude of another medical practitioner. He was unhappy and alleged that the doctor did not explain to him politely and treat him appropriately.

I was not present at that time to comment on it, but tried to resolve the misunderstanding amicably by saying doctors too had bad days.

To my surprise, the patient replied: “To me, doctors should always have good days.”

The doctor–patient relationship is unique. It’s like a weighing scale that needs commitment from both parties to maintain its balance.

Undoubtedly, a patient sees a doctor when he or she is unwell and all patients deserve tender loving­ care from their doctors.

But how many patients have done anything to show their appreciation for what their doctors had done for them?

This is a routine day for a doctor. In government/private hospital settings, a doctor has to do ward rounds every morning at 7am, usual­ly examining 30 to 50 patients, depending on “good or bad days”.

After the rounds, the doctor continues seeing follow-up patients at the Out Patient Department (OPD) and that would easily be around 50 patients and more before late afternoon.

After the OPD service, the doctor has to do ward rounds again to review the patients.

On average, a doctor will see around 80 patients per day (working from 7am–5pm). This is one patient every 7.5 minutes.

That is why it is very common to hear patients saying that they waited two hours in the long queue, only to be treated by the doctor in a few minutes.

There is always a tendency for doctors to divide the time unequally with every patient, on a case-by-case basis. In complicated or life-threatening cases, more time is spent with the patient.

In a general practitioner’s clinic, the conditions are no better. The general practitioner is virtually trapped in the small consultation room for a whole day, seeing patients with various ailments.

Like every human being, doctors also face obstacles in life, besides the challenges from career, family, friends, etc.

Long working hours, patient load, stressful working environment and poor quality of life are issues faced by doctors.

We cannot be smiling happily all the time. Sometimes, doctors may look cold and stern. Yet, we try our best to treat the illness of each patient in every possible way.

We uphold the Hippocratic Oath that we took before joining this sacred profession. The essence of the oath is “Above all, do no harm”.

Yes, you may be right that doctors earn well. To most of the doctors, the money that we earn is merely numbers in a bank account. We might not even have a chance to spend it all.

A word of thanks, a small card from patients will truly enrich our days.

By DR H.B. CHEE Muar

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Gen Y – they are different, deal with it

Understand them, get the best out of them rather than trying to remould them

SINCE I started the column about a year ago, I often get requests to write about the “younger” generation (Gen-Y).

They are also referred to as Millennias, those born from 1981-1991 (22-year-olds who are new graduates joining the workforce to those who are in the early 30s). Some famous people in this generation include Mark Zuckerberg and Lady Gaga.

There are many surveys to find out who they are, their characteristics and how to better manage them. There are many studies on them because they make up 25% of the world's population.

Retailers, computer and mobile phone companies, games and gadget producers would certainly like to know their tastes, habits, likes and dislikes. Financial institutions would like to know their spending patterns, propensity to save, online purchasing habits, among others.

At work, managers, senior managers and many of the older generation would like to know how to better relate and work with them.

The complaints my friends have about Gen-Y would be something like this:

They have hired a young graduate from a good school, the resume looked impressive, he is pleasant looking, dresses professionally and speaks quite well.

Six to eight months into work, and the guy seems to be always late for work, late for important meetings, appears distracted at work, cannot be reached (on handphone), leaves work at 6:30pm and complains he has no work-life balance, makes mistakes in documents and presentations to clients, goes to meeting unprepared the list goes on.

“When you give them feedback, they don't take it too well and may want to resign.

“They don't know what they don't know. They make mistakes and think they are right. They have unrealistic expectations and think they were unfairly treated.

“They are choosy about what they do. They want interesting and exciting work but cannot deliver. They don't take on much responsibilities but think they should be paid more”.

Someone asked me what they could do to change them. I thought it ought to be the other way around we need to change our ways, expectations and how we work with them.

The generation is a reflection of the society they have grown up in. They didn't cycle nor walked to school. They didn't grow up poor and deprived.

They grew up in a world of celebrities, designer goods, smart phones, computers and the Internet, 24/7 connectivity, iPod, Facebook, Youtube and addictive e-games (instead of games played in the field, rivers or jungle).

They are different in many ways. Accept it and deal with it.

We believe in doing one thing at a time and being focused. Are they distracted and cannot focus or are they good at multitasking?

At work, they listen to music, chat and surf all at the same time. When they are chatting, it is not with one person at a time but with half a dozen different chat groups (as opposed to a few individuals).

They move more they spin the pen when they are at their desk, they click the mouse and turn the pages faster. They have so many windows opened, they flip back and forth.

While they are eating, they surf, text, send pictures on Instagram, make Facebook posts, listen to music, tweet and have conversation with the person in front of them or maybe squeeze in a game at the same time. That is the way they are.

That means they can handle eight tasks while having a meal which equals to higher productivity.

Be sure to engage them with multi tasks and challenging tasks. Don't assume they ought to slowly learn the ropes like how it was 20 to 30 years ago when we were a new graduate. Take advantage of their savviness by having them set up tools, work on complex spread sheets and make searches, gather data or come up with ideas.

(There may be qualifications why you will not assign certain work to them. But if you don't and let them make the mistakes, they would miss the learning opportunity and become bored)

They are used to direct communications having grown up with emails, tweets, handphones, smses, messengers, facebook; they don't like the rigid hierarchy in the organisation or being limited by their position.

If they have something on their mind, they should be able to talk to or email someone higher in the organisation (regardless of level) rather than their immediate superior who don't seem to be able to help or understand.

This can be a positive. They are helping highlight stifling work environment that we have got used to and give meaning to better collaboration between different levels in the organisation. Their opinion counts. We need to get used to their feedback and having our views questioned.

Retention is an issue. They may move on for something more interesting or aspire to be entrepreneurs. How could they not when there are so many Internet multi-millionaires or those who became multi millionaires because they started a business or sold an application to Yahoo or Facebook.

They have been told by billionaires, actors and many successful personalities “not to settle”, they can do anything they set their mind to and should dare to fail.

Inspire them with the right ambitions at work. They are a group prepared to work hard if you can show how the hard work fuels that ambition. Spend time to understand their personal buyer values what they value most in their job and aspire for.

Every generation complains about the next generation. The new generation is somehow less respectful, less hardworking but somehow in time they will become responsible adults with major responsibilities at work and as parents.

The hippies from the 70s became responsible adults and CEOs.

Gen Y is our future. If you are at work or at home with them, spend more time with them. They will shape trends, politics, culture, our work place and many other aspects in the world.

If you experience pain and frustration trying to convince your young boss how things are done in the past, don't try too hard. Listen to his ideas and get used to his ways. You may find that you can still learn and develop.

They are different, they are here to stay. Get used to it... until Gen Z comes.

TAKE ON CHANGE By JOAN HOI  
 Joan Hoi is the author of Take on Change. We need to throw out some of our old selves to better appreciate this young, fun and bright group!

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Right person for the right job, how and what to do?

MEASURE twice, cut once is a term often used by carpenters and tailors when measuring material for a specific purpose. The point is to be very careful and judicious when measuring to avoid nasty outcomes once the wood or material has been cut.

However, this phrase is just as appropriate for the hiring process as well. Once an employee is hired, the company has to ensure that the individual assimilates well into the organisation and achieves the desired level of performance; otherwise the remedial action that needs to be taken can be very tedious and even unpleasant.

One of the many pitfalls of this situation is that employers, under the pressure of filling a vacancy, could end up hiring individuals who may not be the best fit, and as a result, could be setting a whole series of messy events into motion.

Not too long ago, one of my clients approached us to take on a sales director search. The client shared that he had been a bit too hasty in hiring the last sales director, and had failed to dive deep into the strategic value and scope of the role before making the hiring decision.

In our post mortem discussion with the client, it was clear that he had hired an individual who might have been suitable for a sales manager's position; one level below the sales director's position, but had given him the sales director role because of urgency and the lack of suitable candidates at that time.

The unfortunate result of that scenario was that the newly-hired sales director resigned after only three weeks on the job under the pressure and scope of the work, leaving a path of chaos amongst all the company's clients and suppliers. As such, half-way into its financial year, the company was forced to start looking for another candidate for the sales director role.

In this instance, the company may have benefitted from measuring twice and cutting only once, rather than having to repeat the process of hiring for the same position after such a short period of time.

Other than experience, another critical-but-often-overlooked consideration in the recruitment process is the salary range or the package offered for the role. Salaries and wages are always moving in tandem with the demand of a particular skill-set or type of profile. The more in demand a particular type of skill is, the higher the cost of acquiring that skill.

Some organisations are willing to pay above market rates for certain key positions, as the alternative of not having someone in the role may actually cost the organisation more, from a commercial standpoint. On the other hand, there are some companies which would rather keep within a certain salary band rather than pay the market rate to an individual with the right amount of experience for the job.

From my experience, it is essential to have not only a good understanding of the market salaries but also what the candidate's realistic expectation is.

If we pay too high above the market rate, this often sets a very high expectation for this person to perform. And in some instances, if the individual is unable to deliver the expected results, the risk of paying an inflated price to acquire this individual might not have paid off; and if the company had hired someone less qualified because that was all its budget could afford, then the less-experienced individual may also not be able to deliver on the expectation, as he or she may not have the knowledge, capability or necessary life-experience to do so.

Finding a solution

How can we put the measure twice cut once concept into practice?

One innovative human resource director shared with me recently that he had been trying unsuccessfully to fill a role in his department for quite some time. During this period, he was introduced to an individual who was not an ideal fit to the role in terms of experience but one who was teachable and would be able to work well with the rest of the team.

So, he crafted a role around the individual's profile and experience and got the revised role approved by the top management. This worked out well for both the company and the individual, as the expectations set were achievable and realistic. The human resource director, in this case, had to measure twice but only had to cut once as he managed to find a solution to his problem. The solution turned out to be a good one, as the individual successfully completed her probation period and met her key performance indicators.

Another client who was looking for a managing director for his company was also forced to take a less conventional route to filling his needs. The client shared with me that he had already interviewed more than 20 candidates for this role before approaching us to assist with this search. The only candidate who was given an offer turned down the job when he was counter-offered by his current employer.

As such, the client already knew the market and we were hard-pressed to come up with a new slate of candidates for the search. The client liked one of our candidates but felt he wasn't ready to take on the role of managing director yet. However, instead of disregarding a good talent, the client decided to hire the individual as an operations director.

As such, the individual was able to grow into the managing director's role and the company would also have the benefit of securing a good talent who could potentially achieve more for the company in the future.

In this example, our client knew exactly what he needed for the role and exercised some flexibility to acquire good talent rather than missing out on a high-potential candidate. In addition, he did not compromise on his requirements but was able to see beyond the immediate need to find a managing director.

Different approach

When to measure and when to cut? An important aspect of measure twice cut once, is that the person doing the measuring needs to take the time to get it right and not be in too much of a hurry to get to the cutting stage. A carpenter or tailor is a craftsman who takes pride in his work. Therefore, when we hire, it is essential to look carefully at all aspects of the role which needs to be filled and take the time to understand how a potential candidate will fit that role.

The technical expertise or hard skills are only one part of the whole equation. We should take the time to understand the personality profile of the individual, his or her motivations and long-term goals.

Most hiring managers often forget to look at options in the recruitment process. There is a finite pool of talent and the best talents would also have been earmarked by your competitors as well.

So, instead of doing the same thing and expecting a different outcome, perhaps it's worth the effort to try a different approach. Tailor the job to fit a good talent, or give the person another role to allow time for the individual to grow into the intended position. Although we may not always have the option of changing the status quo in this way, the purpose of this article is to offer another alternative solution to the talent shortage problem, and hopefully, bring about a better outcome.

Talking HR with Pauline Ng

Pauline Ng, consulting director and head of BTI Consultants, encourages every hiring manager to explore all options and leave no stone unturned when making the decision to hire by utilising assessment tools and having a comprehensive map of the talent market.

How to ask for a pay rise and get a bonus?

Successful ways to get an increment or bonus - Do not be boastful about your achievements or downplay the role of your colleagues

IT'S now December and year-end is just round the corner. It's also time for reflection about what you have achieved in your current job and what your plans are for next year in terms of your career path.

Taking some time to make such plans is a great way to ensure that you have set yourself in the right direction and how a well-crafted road map can lead you to your outcomes or objectives.

As with every plan, you need to give yourself some private time to set your thoughts in the right direction. Start with choosing a quiet place and give yourself ample time to relax and focus on how the current year has been and what lies ahead that you wish to see happening. Let's look at how you can successfully ask for a pay rise from your bosses if you had met and exceeded your targets and agreed KPIs.

• >Current year reflection is a measure of your achievements

You will need to execute a list which contains information (in bullet points may be sufficient) of the scope of work that you have done during this year and what were the results.

• >Crafting the list of achievements for the year

Start on a monthly overview e.g. January before you proceed to February. That way, you will not miss out any important information for that list. Have the list in a format which details the following in its respective columns:

• >Month

a. From January till November or December if you can already predict the results or outcome.

• >Projects and assignment

a. Note that it cannot be your daily task of following up on calls to clients but must be a sales lead that translated to an actual sales win
b. It can be a group project or one which you did individually

• >People involved

a. If it was a group project, list down the names of your colleagues for clarity
b. List down your role in the project e.g. principal driver or customer liaison person, risk analyst planner (your actual role in the group)

• >Timelines/cost involved

a. Duration from start to completion of project or assignment e.g. weeks or months
b. It could even be completed in a few days time
c. If there were cost investment required which is beyond the time spent on carrying out this programme, place the cost into the column e.g. marketing budget of RM12,000.

• >Objective of the project and assignment

a. What needed to be achieved from this project before it was kick-started
b. What were the challenges or issues that were required to be resolved?
c. What was the sales target in terms of revenue that needed to be realised?

• >Outcome/results achieved

a. The return-on-investment is critical in this column
b. List down the measurable results to be effective e.g.
i. If time was an essence, completion within or earlier than the duration expected or given
ii. If revenue was the outcome, place the amount/value into your outcomes
iii. If cost savings was involved, list down the amount /value saved

• >Conclusion

Chart a simple graph to show your progress on a month-to-month basis based on the agreed KPIs and where you are at now. If you have been with the company for more than two years, create a comparison analysis on your year-to-year progress to showcase your growth. Charts or graphs are easier to read and it gives a clear overview of the results quickly.

What is very important is that the information in that list must be real and a true reflection of what was achieved. Do not list down information which you cannot prove or which is untrue. Be mindful that it's not about having a long grocery list but a list which is impactful in terms of outcomes and results. If there was nothing significant in that month, go to the next month and only list the effective and efficient details in your list.

If your company does not have a performance review/appraisal fixed for year-end, set an appointment with your immediate boss to have that discussion. Be proactive in your approach.

During the discussion, have an open mind that your list may be challenged. Approach your discussion with your boss on a professional manner and never argue your points.

Be diplomatic and highlight the points that you have in your list. Reaffirm your points with facts and in some cases, walk your boss through how it was achieved and the process that was involved.

You may not be the only subordinate your boss has, so, he may not recall each and every project of all his subordinates or the results attached to it. It is advisable to have the discussion with a state of mind that you are showcasing your achievements and not out to prove your boss wrong or to boast of your achievements.

If you know that you have achieved many milestones and have been a star performer, always be humble in your demeanour. Do not be boastful about your achievements or downplay the role of your colleagues on any group projects.

Group projects are always achievable as a result of teamwork no matter how small a role someone else plays. It would be good to share credit on some of the successes by naming some colleagues who had played a critical part in your project list. This reflects your maturity and openness to share credit where it's due. It also shows that you have leadership qualities and values teamwork.

When you ask for a pay rise, you also need to be mindful of the company's performance for the year. Ask yourself if the company has achieved better performance results compared to last year as a benchmark or if your company has achieved the performance results/profits that was targeted at the start of the year based on your CEO/management's direction for the year.

Look internally at your achievement and do a quick Conclusion (as per the list requirements above) on your progress month on month and if possible, compare that with last year's progress. If your company has suffered losses this year, generally it is advisable not to ask for a pay rise. Employees who show loyalty to a company during challenging times will be valued and there are also other ways to measure how the company and its management treat you beyond the pay rise; rewards and recognition (extra annual leave, awards),
good health plan, training and development programme which provided upskilling and personal growth.

Do some research on salary ranges before asking for a pay rise as your pay rise needs to be realistic and based on market rate. Never ask for a pay rise that is unreasonable or which you know the company cannot agree to. Be willing to accept a compromise during the discussion and open yourself to different solutions offered by the company.

As much as we wish to have what our heart desires, there are times we have to face the reality of rejection. If you are successful in getting that pay rise, congratulations but to those who are not successful, do not accept it as a failure or an end to a means.

Things happen for a reason and it may be a call for you to take charge of your own achievements, on your skill sets and, at times, it may be reasons beyond your control such as the company's poor performance as a whole.

Talking HR with Melissa Norman

 Melissa feels that those who invest in their careers do not view salary as the only priority but the job satisfaction and meaningful friendships forged with colleagues and bosses as critical aspects for long-term career fulfilment.