Today is a sad day for bloggers, information world and freedom of speech.
"Raja Petra, Teresa Kok and Sin Chew reporter arrested under ISA" - thestar.com.my
As a sign of protest, solidarity and support, I will not post for 36 hours.
Friday, September 12, 2008
Friday, September 5, 2008
Hard To Say I’m Sorry…
A ban of Coca Cola in Belgium (after reports of people being sick), which spread to France, Luxembourg and the Netherlands a day later in varying degrees, turned into the largest recall of Coke products in history and created a public-relations mess for the company. M. Douglas Ivester, Chairman of Coca Cola Company said ''I'm sorry'' or ''we regret'' or 'I apologize'' five times. ''We let down the people of Belgium,'' he said, ''and we're sorry for that.''
After-Sorry Effect : Ban lifted, and Coca Cola spent millions to re-build the peoples' confidence
September 2008 : Why Should I Apologise .
A local politician has refused to apologise over his racist remark calling the Chinese community “immigrants who do not deserve equal rights”. “Why should I apologise? I didn’t do anything wrong. Those who do wrong should apologise but I haven’t done anything.”
After-Sorry Effect : Not Applicable. He didn’t say sorry .
After-Sorry Effect : Not Applicable. He didn’t say sorry .
August 2007 : I'm sorry, says Negarakuku rapperA Malaysian who controversially popularized our national anthem where he was faulted for his rough language, irreverent expression and lack of sensitivity when touching on religious matters. The controversial video author issued an open apology to those who were offended by his work. “I’m sorry if my works offended Malaysian Citizens. Please accept my sincerity”.
After-Sorry Effect : Public accepts, but government doesn’t. He even got death threats.
August 2008 : Failed System Upgrade ; The Company’s Not Forgiving
A failed upgrade over a weekend caused hundreds of salesmen selling using manual method. Managers in-directly condemned the Person-in-Charge ‘PIC’ despite the ‘PIC’ assuming responsibility. “ There is always risk in upgrade. Yes we failed this time, but do the company acknowledge the dozens of times the upgrade WORKED, and brought many enhancements to the company?” said the ‘PIC’
After-Sorry Effect : Performance Rating fall flat, ‘PIC’ continued to be labeled in-competent.
A failed upgrade over a weekend caused hundreds of salesmen selling using manual method. Managers in-directly condemned the Person-in-Charge ‘PIC’ despite the ‘PIC’ assuming responsibility. “ There is always risk in upgrade. Yes we failed this time, but do the company acknowledge the dozens of times the upgrade WORKED, and brought many enhancements to the company?” said the ‘PIC’
After-Sorry Effect : Performance Rating fall flat, ‘PIC’ continued to be labeled in-competent.
Friday, August 29, 2008
What I Noticed When My Colleagues Resigned...
Five CEOs in a decade, a high employee turnover of 30%, Coca-Cola India was in a chaos as 
constant churn at the top took its toll. “Every time a new CEO took over, he drew out a new strategy and a fresh gameplan to win the market,” recalls a Delhi-based ex-employee. Lack of confidence and patience from the headquarters only made matters worse. “The short-term approach to show quick results was taking its toll,” recalls a Bangalore-based ex-employee who was involved in operations. " (The Economic Time, Indiatimes ; 27 Jun, 2007)
2. All s/he care about is her/his paycheck and not about professional growth, future projects or where the company is headed.
3. S/he can't be bothered participating in any after work related social or sporting activities. These are some of the best networking opportunities and committed employees make the time to go to these.
4.S/he only does enough work to get by and to avoid detection of her/his lack of interest.
5. S/he tunes out in a majority of meetings s/he attend and can't remember the last meeting where made a constructive contribution.
constant churn at the top took its toll. “Every time a new CEO took over, he drew out a new strategy and a fresh gameplan to win the market,” recalls a Delhi-based ex-employee. Lack of confidence and patience from the headquarters only made matters worse. “The short-term approach to show quick results was taking its toll,” recalls a Bangalore-based ex-employee who was involved in operations. " (The Economic Time, Indiatimes ; 27 Jun, 2007)I can't help but relate with confidence, the scenario Coca Cola India had. Every words of the above statement reflect what I am living, in my daily work. As a result, I have lost dozens of colleagues, and I will be losing another in a couple of weeks.
The posting is not meant to comment on my management's strategy, merely its to draw to attention what are the fundamentals of keeping an employee loyal to an organization. I will take a different twist in approaching this. Thanks to a source , called Andy, company's HR or Line Managers should take note of "The Signs that Your Employee Is Losing Interest in Work"
1. Your employee cannot remember the last time s/he got a promotion, above average raise or a special achievement award, and s/he has stopped caring that s/he hasn't got one of these in a while.
2. All s/he care about is her/his paycheck and not about professional growth, future projects or where the company is headed.
3. S/he can't be bothered participating in any after work related social or sporting activities. These are some of the best networking opportunities and committed employees make the time to go to these.
4.S/he only does enough work to get by and to avoid detection of her/his lack of interest.
5. S/he tunes out in a majority of meetings s/he attend and can't remember the last meeting where made a constructive contribution.
Note : I am running a survey. Please post a comment as annonymous and tell me how many items out of the 5, that you are currently facing. Thanks
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