Practice Management: Do we really practice?

More than often, I have wondered, how the IT Corporate management can ensure nurturing talents instead of emphasizing on individual initiative, individual performance metrics and individual performance-based rewards. And the answer to this is through a strong Practice Management. The concept of Practice Management is floundering in many IT Corporates and the challenges faced are it’s thoughtful, consistent, patient and practical application. Executive leadership use this concept to create distinct units called Practices that have their own unique processes, structures and cultures that are specifically intended to explore and develop breakthrough innovations.

We all understand the importance of having a strong practice group in the organization. An effective practice management allows the organization to develop a brand name identity that would resonate with prospective clients. It allows enhanced opportunity for intellectual exchange and a means for attracting and retaining good talent. It provides an easier way to train the juniors. Practice groups can help create the organizational assets such as common methodologies, check lists, templates, and documents that could do away with redundancy and iterated efforts.

Well! I agree that the benefits of practice management are longer than the above list. But the question is do we really practice to achieve these benefits? Seldom is it focused on risk management, ethics and strategic planning. Often, the aim of practice management - to help members evaluate themselves and their roles and responsibilities in the enhancement of both the quality and efficiency of services they provide - is forgotten. Why is it so? What do we need for this?

The first and foremost is to create a strategic plan by evaluating the current practice methods. Most of the time, practices exist just for the sake of it with no effective planning and just working as resource pools. Strategic Planning is the essence of success and it should be concentrated on building and growing a practice, a long-term imperative. The growth requirements needs to be assessed and a growth strategy should be developed along with technology, services and marketing strategies for the practice.

At the same time, People strategy also needs to be developed which will address the composition (staff mix), the practice culture, communication, hiring, inducting, retaining and developing the existing staff, risk management, quality control issues, self-regulating discipline, ethical issues, quality processes and professional standards for specific areas. People strategy should focus on developing a critical mass for better perceived quality and shared expertise through designer training programs for the group.

A set of Key Performance Indicators (KPI) or Key Result Areas (KRA) should be defined and monitored. Most of the time, the practice managers are unclear what KPI / KRA needs to be set for the individuals and for the group. This only worsens the practice management.

Once the strategic plan is in place, a business plan needs to created, fitting the strategies and structuring the practice by building a risk management approach into it. Business plan should identify the target client, which will help build the brand image.

Do not forget to have a finance plan with respect to the strategic plan. The buy-in of the management is most important with respect to the financial feasibility after considering the financial issues, general considerations, benchmarks and the risks. Once done, put the plans into operation.

Communication too plays a pivotal role in the operational success of the practice groups. To and fro communication between the management and the members is very important. Practices should have regular follow-up meetings to review the progress. We, as individuals, a disciplined member of the Practice Group, have to devote our attention and time to make practice management work as well.

If we focus, commit, and practice properly, Practice Management is an effective means for high profitable growth.

Interviewer’s Guide - A must for the corporates

Recently, I was involved in a recruitment drive for one of the Offshore Delivery Centres (ODC) in the organisation. Here, I realized that not much preparation is done for finding the right interviewer. There is no training. The way it works in most of the corporates is to find a person who is technically good and ask him to interview for the vacant position. Sometimes it even goes to an extent that a junior interviews candidates who are going to fill a senior position. This is even weirder in certain cases that the junior is the interviewer and would be reporting to the person who he interviews when selected. To my surprise, not many think that this is against the corporate ethics

One of the primary reasons why Organizations end up with bad resources is because of the lack of good interviewers, who are capable enough to sieve such candidates. Studies have shown that interviewers will form an opinion of the candidate within the first 10 minutes of the interview. It is possibly due to their inexperience in conducting interviews or probably because the interviewee is gauged based on the interviewer knowledge and not on the interviewees experience and expertise. The lack of interviewer’s maturity comes in the way of selecting the right candidate for the organization. Most times it is preset expectations of the interviewer and not the requirements of the position that forms the basis of the interview result.

When I searched the internet, I could find lots about the dos and don’ts for an interviewee but very few for the interviewer. Through this post, I wanted to collate my interviewing experience, which could guide all the interviewers in the future. So, here it goes:

Basic guidelines:
· Understand the job description
· Awareness of laws which affect hiring in different countries
· Keep the interview under your control. More often, interviewers fall into the trap of interviewees taking control of interview.
· Ask as many questions related to skill, experience, education, certifications needed for the Job. Objective is to assess if the candidate fits the job.
· Select the candidate based on ability, skill, willingness, qualifications, training needed for the job.
· Candidates own view on the job, company and terms and conditions of the company and his personal aspirations can be assessed.
· Keep the candidate apprised of the next step after the interview.
· Salary expectation can be checked

Don'ts:
· Do not ask questions which are irrelevant to the job
· Do not use any threat or ridicule a candidate even if you find him the worst.
· Do not express any frustration to the candidate for example: I wasted my time interviewing you!
· Do not say anything which becomes a verbal or implied contract, ( the project is for 1 year and you are confirmed for a year)
· Never say, that this permanent position (becomes an implied contract and goes against ‘employment at will doctrine’), but can say it is a full-time job.
· Do not give promise to get a candidate (example you will become Project Manager after 6 months) which you are not sure to keep the promise. Promissory Estoppels are illegal. If an hired guy can prove that he gave up another potential job because of the promise, the company will be in trouble
· Do not provide a fraudulent representation to get a candidate (example your project is at least for one year, knowing it is 6 months) this is Illegal.

Questions to be passed to HR
· Questions related to Overtime for any candidate or Associate or Contractor
· Any commitment on employment terms to be given to a candidate
· Any candidate to be interviewed and presented must go through Resourcing and HR
· Any question, other than Skill, Knowledge and Ability for the job should be through HR

Interviewers should also note that it should not always be based on just what the interviewee actually says; it's also on something termed as "body language." For instance, 85% of what one communicates is not with words. It's through the tone of the voice, the way one sits, and a wealth of other messages that the body involuntarily sends. With this in mind, here are some tips on the art of nonverbal communication during the interview.

Allow the Candidate Be Real From the Start
When you are greeted by the interviewee, give a real smile that engages your eyes, and offer a firm handshake. Maintaining good eye contact shows respect and interest. Allow the candidate to relax and be real.

Watch the Excess Energy
Excess energy often results in mannerisms. What this means is that excess energy gets dissipated into fidgeting, a definite sign that the person is nervous or ill at ease. This is applicable to both interviewee and the interviewer

Watch hand and Arm Movements
Clasped hands are a signal that the person is closed-off. A palm-to-palm gesture with one thumb over the other thumb sends the signal that the interviewee needs the interviewer's reassurance. To come across as confident, receptive and unguarded, interviewee should have hands open and relaxed on the table. Interviewer should also have his body open to project trustworthiness.

Finger Gestures
Bet you never thought you had to worry about your fingers during an interview. Never point your index fingers like gun barrels. These are the types of aggressive messages you want to avoid sending.

Crossing the Legs
Don't cross your legs. This posture creates a wall between the interviewer and interviewee. It can also become a distraction when you keep crossing your legs back and forth. Crossed ankles are a no-no because you are signaling that you want to be elsewhere.

Posture
A straight posture with shoulders should be pulled back is imperative during an interview.

I wont say this post is a complete guide for the interviewer, however, I will consider this effort to be a success if an awareness is created among the interviewers for their preparedness and show their smartness in selecting the right candidate.

Have a nice interview and make sure that it is a learning experience for the interviewee's too!