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Monthly Archives: January 2011

Social capital and the electronic rolodex

January 27, 2011 Posted by Dax under Articles
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I once worked for an elderly gentleman who had two massive rolodexes on his desk. They were not the modern flip-chart types but metal boxes that resembled filing cabinets. Being a veteran in the banking industry, he had built an extensive network that was physically represented in those two rolodexes.  There were easily more than 1000 contacts typed, written, or scribbled on those sheets of papers packed tighter than sardines in a can. The two half-a-century old rolodexes looked more like trophies sitting on his desk than ordinary stationery. And he was proud of them. Each morning he would scroll through them and randomly pick up some names who he would call to chat in the day. Watching that was a live lesson of old-style social networking. He was not only catching up with his contacts – he was also actively seeking deal opportunities!

In the earliest days of business school orientations, we were taught to capitalize on our social capital and to reach out through our ‘weak links’. Social capital refers to our networks of friends, family, and friends-of-friends. Our networks are a valuable resource that is unique to each individual and can be helpful in simple matters like getting advise on food, to serious issues like getting a new job or even finding a spouse. In the course of our everyday lives, we would likely interact only with a small portion of our networks, with people like family and colleagues at work. ‘Weak links’ refers to connections within one’s networks that are not actively maintained. These are people who we interact with not more than ten times a year. We were told that most job-seekers found work through their ‘weak links’ and not from friends whom they see more often. It is therefore important to keep one’s networks alive and refresh some weak links from time to time.

I had a first hand experience of the value of social capital which prompted me to write this and advocate social capital and social networking. In the midst of business school, when we were all desperately searching for an internship, a friend of mine who knew I was searching, referred me to the job at a boutique advisory firm in NYC, and I had the best internship experience of my life. My friend knew my background in technology would be helpful in a technology deal that they were advising on and got his boss to take me in. And he sold me so well that I did not even have to go through gruelling technical interviews! In fact, I was also able to spend some time in Silicon Valley interning at a niche-consulting firm because I happened to hear a classmate talk about her upcoming internship there and then I asked her to refer me to her supervisor for a short stint. It is such incidents that makes one thankful for friends and especially friends who care about your welfare. Of course, they will not be able to help if they did not know of your needs. My friend would not have introduced me to the old man with his rolodexes, if he did not know that I was looking for an internship. So it is also important to ocassionally ping one’s network, or to reach out and tell people.

Which brings me to the point of this note – social networking tools are a great way to manage and grow one’s social capital. Facebook and LinkedIn are the electronic rolodexes of the 21st century, and the two social networking platforms that I use most often.

LinkedIn is touted to be for the professional setting as it has its roots in connecting professionals such as executives, bankers, lawyers, entrepreneurs, etc. LinkedIn encourages members to post details that one can typically find in a resume and has a feature of having someone give you a testimony of the experience of working with you. This is an incredibly powerful feature for those seeking background information on potential hires.

Facebook connects people in a more casual setting. With roots in the dormitories of Harvard, it appeals to youth and emphasizes a lot on interactivity, fun and games. However, it wasn’t long before everyone, even old grandparents, got onto Facebook in order to ‘friend’ their grandchildren in order to see pictures that were being shared on their grandchildrens’ Facebook profile pages.

These social networking sites are a fantastic way to manage one’s networks and communicate quickly with friends and family. One can either do an online chat or post a message to the other person to keep in touch. By cutting the hurdles of cost and time, these sites facilitate the nurturing and growth of one’s social capital.

An excellent feature of Facebook is the ‘status update’ which allows one to post a short one-liner that gets collected in a live-feed that appears to one’s social network. Each person on Facebook gets these messages from their friends, thus keeping each other informed of one’s activities (or boring complains). I once broadcasted a message asking if anyone had been to Suzhou Industrial Park as I wanted to hear an on-the-ground voice about the place and within the hour I was introduced by a friend to someone who works there. Such was the power of this new-age electronic rolodex. I could reach out to the ‘weak links’ much faster. In the old days, if I really wanted to get that information, I might have to tediously exhaust the names in a rolodex. Now, a simple ping on Facebook allows me to tap on my social capital. Of course, this also requires that contacts in one’s network is plugged in to the extensive flow of information on Facebook. Instead of a ‘push’ model where one has to intentionally make the call to tell a friend some piece of information, it becomes a ‘push/pull’ model where I’m pushing info to my profile page and you can access that info at your leisure.

Yes, I sometimes spend time looking at my friends’ profile pages to find out if they are doing anything interesting or that might spark new ideas. In addition to constantly reading breaking news from CNBC and Bloomberg that are pushed to my iPhone, I’m also frequently skimming through Facebook’s live-feed. On the one hand, technology has set us free and helped us be more connected to each other, but on the other hand, we are bound by it to read the flood of updates, some of which are inane and a complete waste of time. If only we could filter those to lessen the noise in our social spheres!

Happy FB-ing

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I  once worked for an elderly gentleman who had two massive rolodexes on his desk. Being a veteran in the banking industry, he had built an extensive network that was physically represented in those two rolodexes.  There was easily more than 1000 contacts typed, written, or scribbled on those sheets of papers packed tighter than sardines in a can. The two half-a-century old rolodexes looked more like trophies sitting on his desk than ordinary stationery. And he was proud of them.

Talent management and development

January 23, 2011 Posted by Dax under Articles
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Having just completed the first week of orientations and HR ‘brain-washing’, I’ve gained new thoughts on the less talked-about aspect of organizational matters – talent management and development. Coincidentally, as I was thinking about this topic this week, Mr Lee Yi Shyan, Minister of State for Trade and Industry and Manpower gave a speech at the 24th Singapore 1000, Singapore SME 1000 and International 100 awards ceremony that stressed the importance of talent management for local companies. “Our firms will grow provided they muster enough quality talents and integrate them well as they expand”.

Employees are always a key asset of a company, and for companies that compete in a space where there is little differentiation in products (hint: commerical banks), a highly motivated workforce can be a competitive advantage. It seems like Singapore, as a country, is in similar shoes to a company that sells highly commodified products. Singapore doesn’t have the minerals and resources to attract FDI, and what we have is human capital. We rely on human talent to differentiate ourselves from the other countries in the region. We also rely on the workforce to attract the MNCs to partake in the growth of Singapore.

Talent management and development (TMD) is a tricky process that does not end with the induction of the employee into the company after the interview. Besides having to train the employee for the job, there is a need to imbibe the company culture, which presumably should be easier if the candidate was already short-listed because there was some fit in personality with the company’s culture. Even then, it may take some time for the employee to determine if the organization is the right place to be for a long-term career, while the organization assesses if the employee has the potential for more. It is a continuous process that both parties are involved in without being explicit about it with each other. In an organization with a well developed TMD process, employees are better informed of their performance and career progression plans and this helps in raising employee motivation and satisfaction. Being able to communicate with one’s manager and HR dept within a good framework can make those discussions easier and more structured.

One recurring theme that I’ve heard throughout the week was how clueless HR can be with regards to the views and needs of ‘Gen-Ys’ (those born after 1980), which then makes it hard to hire and retain employees of that age group. I think this is a generic issue that applies to companies globally as well as to a country like Singapore. Today’s young workforce is highly educated, mobile, and mercenary. They are keen to go where-ever excites them, or gives them the most opportunities. For companies that had a strategy of promoting from within and retaining these individuals, it can be quite a challenge to have to adapt to the changing dynamics of the younger workforce. Some people may think that the new Gen-Y’s mindset is unreliable, for they may choose to switch to another job just because it pays $200 more per month. Yet, I think this is may be a result, or a corollary, of the changing employment landscape. Gone are the days of the iron ricebowl, where one gets employment for life, till retirement and then get a huge pension from the organization that one is loyal too all his life. Organizations are treating employees as resources too, and some will easily reduce headcount in order to improve their bottom-lines. Having the independence and not relying too much on the organization to look after one’s career is an evolutionary path for the Gen-Y.

Even though the expectations of employees are changing, companies continue to have the need to hire, nurture and promote talent. This is important because the skills and knowledge that the employee gains through service with the company becomes more valuable to the company as the experience grows. They add to the collective ‘human capital’ of an organization. A lot of resource is invested in each individual. These resources include funds for training, as well as opportunities to work on assignments through which one gains skills and experiences. Having trained a person only to lose him/her to a competitor can be a huge dent on the human capital of an organization. General Electric Co. has long been known as the ‘training academy’ because a lot of companies hire management level individuals away from GE. They have a very structured training program and their management methods have been known to be the ‘best-practice’, which makes their employees very attractive.

Talent management for local corporates and SMEs
Growth is always the main concern of our local corporates and SMEs. Besides hiring from the MNCs to complement their workforce, having a good talent management program can enhance the effectiveness of other business functions and contribute to the growth of the organization. A company that has expansionary plans will always need people to staff up key positions, be it leading a new project or setting up a new branch overseas. An experienced employee rotated to other functions of the organization can likely deliver more results and at the same time continue to promote the company values and culture. Hiring someone new from outside has the downside that there is a disconnect between the new development and the rest of the organization. The general feeling is that most small organizations in Singapore are not too big on managing and developing their employees. As a result, local SMEs face increased overhead and inefficiency in their efforts to grow because they spend more time on hiring, training, and waiting for new employees to be able to contribute.

How can an organization attract and retain the Gen-Ys who are going to be the future generation of leaders?
I believe that compensation is, and will continue to be, the main attraction for a generation that is ‘mercenaric’. Paying as well as competitors is a minimum requirement. The absolute amount may not only be important because it feeds the materialistic needs of the younger generation, but also because it has an effect on ‘self-worth’, or how a person views himself/herself with regards to peers. The older generation might be happy to be drawing a regular salary, and going home to family and children, but not so for the younger generation who have to meet up with friends, who invariably talk about work and pay.
An organization that keeps up with the times, for example, embracing social-neworking, flexible work-hours, flexible work-place, will have more allure with Gen-Ys, as well as customers who can then interact with the company in the new media channel of social networks.
At the same time, there is perhaps no hurry for HR to be too hung up on retaining the younger workforce. Like young birds flying out of the roost for the first time, they have the freedom to explore and venture, and when they have seen more of the lay-of-the-land, they will choose a place to settle and develop that longer career plan. Hence it is important to not overlook the hiring of mid-career level individuals who have a clearer idea of where they want to go.

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Business publications in Singapore

January 22, 2011 Posted by Dax under Articles
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I’ve been inspired to do a quick writeup on business publications in Singapore because my favorite local business magazine Pulses met an untimely demise in December 2010 after a good run of about 3 years. I’ve been an avid follower since it was launched in 2007 but then I took a 2 years hiatus when I was in the US. It helped that the publication had a tie up with Spinelli to offer a free Original Spin with the purchase of the monthly magazine. There are numerous other business publications in Singapore, but Pulses stood out as being informative yet easy to understand for people with little background, and comprehensive in terms of coverage, with artilces in global and local economies, industries, general business practices, company highlights, CEO interviews, career guide, stock markets, investments, technical analysis, books and even local wine and dine.

Here’s a summary of the business publications in Singapore:

Pulses (end of publication)
reviewed as above

The Edge Singapore
This is probably the best source of information on corporate and market activity in Singapore. It is a weekly tabloid so the news is very current. There is very in-depth coverage of local industries and companies and they often highlight less than prominent corporates or SMEs. The articles can be quite dense at times but will serve those with good background knowledge well. It also covers many aspects of interest to the reader in the corporate world, with topics such as personal wealth management, management at work, and personal indulgence. While the publication does produce many original articles of its own in each issue, there are some articles that are sourced from feeds like Reuters, Bloomberg and The Business Times. This is my g0-to read each week for a summary of the week’s news. I also enjoy the very detailed interviews that they usually do with prominent persons of industries and companies.
$3.80 every Friday

The Business Times
The staple of the corporate world in Singapore is this daily publication from SPH. A must-read for up to day news of happenings around the world and in Singapore. In addition to market-moving news, BT also includes major news that can be good fodder for elevator conversation. The commentaries are a good read, and a section on insider activity and stock recommendations can be informative summary for those who do not spend their time pouring over detailed analysis by the research firms.
$1.00 daily

SME and Entrepreneurship magazine
I picked up this magazine by chance recently and have been suitably impressed by the richness of content and breadth of coverage. Unlike other magazines who typically use large images and charts to cover up their lack of content, SME and Entrepreneurship has longer articles that offer more detail (something along the lines of The Economist). Even though it has “SME” in its title, the content is relevant to anyone doing business in Singapore and everyone in its ecosystem.
$5.00 monthly

SME magazine
This magazine is tailored more to the executive suite of local SMEs and offers informative articles covering all aspects of business functions such as HR, finance, strategy, marketing, sales and operations. It also has a good review of happenings in the local SME scene. This magazine is published every 2 months. One of its aims is to be a form of peer inspiration, and for budding entrepreneurs to hear about what others are doing, which I think is a niche quite well fulfilled.
$6.00 every 2 months

Singapore Business Review
This monthly magazine is the always the thinnest of the lot and offers very little news if one already follows the Business Times daily.
$5.50 monthly

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Assessment Center Interviews

January 12, 2011 Posted by Dax under Articles
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Interviews are never easy. Even landing one is half-the-battle won. I’ve had countless interviews through the years – for internships, full time jobs, business school and even one for volunteer work. I’ve always enjoyed them, particularly behavioral types, and less so the “how do you do an LBO” type for I-banking. The most memorable was a phone interview on the morning after my wedding dinner, a technical one no less, and which is of little wonder I did not get a follow up.

And then I had my first assessment center (AC) interview. I was exhilarated, yet apprehensive. This was a new ball-game. They didn’t prepare us for this type of interview at business school, or so I thought. At Cornell, we rehearsed case-cracking, ‘why me’ questions, and PARs (problem action results), and this AC was going to be different. Of course I scoured the Net for whatever I could find to help. All that reading was good info on what to expect but no substitute for actually being through one, where many dimensions of personal performance is examined simultaneously. To summise, there were negotiations, analysis, presentations, high-pressure situations and managerial scenarios. I thoroughly enjoyed the assessment center and all the anxiety disappeared when I imagined myself as being a day on the job, albeit a very busy one. All that activity, collaboration and problem-solving actually got me enthused. Lucky for me, the AC allowed me to showcase some of the softer skills and personal traits not obvious on my resume. Through my scouting days, military service, school and working days, I’ve learnt and honed many traits that are identified by John Maxwell for success in the workplace (“The 360° Leader”, wiki bio). In retrospect, business school had indeed helped prepare me. The numerous group projects and social functions were training grounds for the professionalism and communication style expected. Applying a framework to the marketing case-study and presenting it clearly was also refined at b-school. At the end of the day, I got the job, but every one of my fellow interviewees was distinguished.

I’ve conducted interviews on the phone and in-person, spending much time asking probing questions and yet still be left clueless about how a candidate would actually turn out if I was tasked on the same team as him/her. I’m convinced that the AC is a much better recruitment tool than a 2-dimensional Q&A interview. One can better observe whether a candidate has managerial instincts, interpersonal skills, teamwork, leadership and other traits. It allows the company to identify the candidate with the better fit and more realistically shows the candidate in the operational environment. Of course some of that can still be rehearsed, but throw in a few curveballs and most people would be thrown off-balance. The AC cannot be conducted for all levels of recruitment because it is resource intensive and likely costly. As such, it is ideal for mid-level recruitment where getting people who would work well in the culture and be an enabler in the organization means more than how fast they can churn out an Excel model.

The interview proper:
Read on if you want to learn more about them.

The Assessment Center was a full day interview that is carried out at a local hotel in a series of rooms. The fun really actually began when I arrived and was invited for breakfast along with several other candidates. Like me, they were all grad students with prior work experience. This was the ‘break the ice session’ which was to set us up for the first session – a group task that involved a scenario in which we had to deliver an action plan within the hour. The real assessment, however, was not the end product, but how we interacted with one another, the interplay of group dynamics and our personal styles. The team was very professional and we got through the task without ending in fist-fights. Next up was an individual case study on marketing, with a presentation and grilling Q&A. It is important to articulate a good case for one’s analysis and decisions. Just as important was how one responses to the questions which were meant to put one on the grill. A thorough 1-on-1 interview followed, with the typical behaviorial and experience questions. Finally, there was an individual role-playing session where I had to counsel a non-performing employee, employing all the tact and charm possible to elicit the true reason for the poor performance, and set about a remedial course of action.

Feel free to drop me a note if you want to know more about surviving the day.

Now, if only I can get on the next season of “The Apprentice”.

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  • Business publications in Singapore
  • Assessment Center Interviews
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