Delhi Development Authority Recruitment 2020: 629 Posts, Apply Online

Delhi Development Authority Recruitment 2020:- Delhi Development Authority, New Delhi invites online application from eligible candidates for filling up its 629 posts in various categories on Direct Recruitment Basis.

dda-announced-job-notification-for-patwari-vacancies-freshers-can-apply-1584428291
dda-announced-job-notification-for-patwari-vacancies-freshers-can-apply-1584428291

1. Post Name:- Deputy Director (System)

  • No of posts:- 2 Posts (UR-2)
  • Age limit:- Not exceeding 40 years. Relaxable in accordance with the instructions/orders issued by the Central Govt.
  • Pay Scale:- Level- 11
  • Educational Qualification:-
    (a) Ph. D in Computer Science/ IT
    OR
    (b) M.E./M.Tech. in Computer Science/ IT with First Class or minimum 60% marks in aggregate from Govt. recognized Institution/ University and with 3 years relevant experience
    OR
    (c) B.E./ B. Tech./ M.Sc. in Computer Science/ IT/ MCA with First Class or minimum 60% marks in aggregate from Govt. recognized Institution/ University and with 5 years relevant experience in Computer Programming.

2. Post Name:- Deputy Director (Planning)

  • No of posts:- 5 Posts (UR-4, OBC-1)
  • Age limit:- Not exceeding 40 years. Relaxable in accordance with the instructions/orders issued by the Central Govt.
  • Pay Scale:- Level-11
  • Educational Qualification:-
    (i) Bachelor’s Degree in Planning/ Architecture/ Civil/ Municipal Engineering or Master’s Degree in Geography/ Sociology/ Economics from a recognized University/ Institute or equivalent.
    (ii) Postgraduation in Planning with specialization in any of the fields of Town/ City/ Urban/ Housing/ Transport/ Environmental Planning from a recognized University/Institute or equivalent.
    (iii) At least 5 years’ experience in a planning office in development authority or local body or in a Government Undertaking.
  • Desirable:-
    (i) Degree/Diploma in Geographic Information System (GIS)/ Geo-Informatics or equivalent from a recognized University/Institute.
    (ii) Associate Membership of the Institute of Town Planners (India).

3. Post Name:- Asstt. Director (Plg.)

  • No of posts:- 5 Posts (UR-2, EWS-1, OBC-2)
  • Age limit:- Not exceeding 40 years. Relaxable in accordance with the instructions/orders issued by the Central Govt.
  • Pay Scale:- Level-10
  • Educational Qualification:-
    (i) Bachelor’s Degree in Planning/ Architecture/ Civil/ Municipal Engineering or Master’s Degree in Geography/ Sociology/ Economics from a recognized University/ Institute or equivalent.
    (ii) Postgraduation in Planning with specialization in any of the fields of Town/ City/ Urban/ Housing/ Transport/ Environmental Planning from a recognized University/Institute or equivalent.
    (iii) At least 5 years’ experience in a planning office in development authority or local body or in a Government Undertaking.
  • Desirable:-
    (i) Degree/Diploma in Geographic Information System (GIS)/ Geo-Informatics or equivalent from a recognized University/Institute.
    (ii) Associate Membership of the Institute of Town Planners (India).

4. Post Name:- Asstt. Director (System)

  • No of posts:- 2 Posts (UR-1, SC-1)
  • Age limit:- Not exceeding 30 years. Relaxable in accordance with the instructions/orders issued by the Central Govt.
  • Pay Scale:- Level-10
  • Educational Qualification:-
    (a) M.E./ M.Tech. in Computer Science/ IT with First Class or minimum 60% marks in aggregate from Govt. recognized Institution/ University.
    OR
    (b) B.E./ B.Tech./ M.Sc. in Computer Science/ IT/ MCA with First Class or minimum 60% marks in aggregate from Govt. recognized Institution/ University and with one-year experience in the relevant field.

5. Post Name:- Assistant Accounts Officer

  • No of posts:- 11 Posts (UR-5, EWS-1, SC-1, OBC-4)
  • Age limit:- 30 years as on the last date of closing of application. The upper age limit relaxation as per Govt rules.
  • Pay Scale:- Level-8
  • Educational Qualification:- Chartered Accountant (CA)/ Company Secretary (CS)/ ICWA/ Master in Financial Control/ MBA (Finance), or equivalent from a recognized University/ Institution.

6. Post Name:- Planning Assistant

  • No of posts:- 1 Post
  • Age limit:- Not exceeding 30 years. Relaxable in accordance with the instructions/orders issued by the Central Govt.
  • Pay Scale:- Level-7
  • Educational Qualification:– Bachelor’s Degree in Planning/ Architecture from a recognized University/ Institute or equivalent.

7. Post Name:- SO (Horticulture)

  • No of posts:- 48 Posts (UR-21, EWS-5, SC-2, ST-6, OBC-14)
  • Age limit:- Not exceeding 30 years. Relaxable in accordance with the instructions/orders issued by the Central Govt.
  • Pay Scale:- Level-6
  • Educational Qualification:- Bachelor’s Degree in Agriculture or Horticulture or Forestry from a recognized University or Institute or equivalent.

8. Post Name:- Architectural Assistant

  • No of posts:- 8 Posts (UR-4, EWS-1, SC-1, OBC-2)
  • Age limit:- 30 years as on the last date of closing of application. The upper age limit relaxation as per Govt rules.
  • Pay Scale:- Level-7
  • Educational Qualification:- Degree in Architecture from a recognized University/ Institution or equivalent.

9. Post Name:- Surveyor

  • No of posts:- 11 Posts (SC-3, ST-2, OBC-6)
  • Age limit:- 18- 25 years as on the last date of closing of application.
  • Pay Scale:- Level-5
  • Educational Qualification:- Diploma or 2 years National Trade Certificate in Surveying from recognized Institute or equivalent and 2 years experience in Survey work.

10. Post Name:- Stenographer Grade-D

  • No of posts:- 100 Posts (UR-44, EWS-10, SC-15, OBC-31)Age limit:- 18- 30 years as on the last date of closing of application. The upper age limit relaxation as per Govt rules.
  • Pay Scale:- Level-4
  • Educational Qualification:- Senior Secondary Certificate (12th Class pass) or equivalent from a recognized Board/ University.
  • Skill Test Norms:-
  • Dictation:- 10 min at the speed of 80 w.p.m.
  • Transcription:- (Only on the computer) 50 min (English),  65 min (Hindi)
  • Desirable:- Preference to be given to such persons who have acquired Diploma in Office Management & Secretarial Practice from any recognized institution.

11. Post Name:- Patwari

  • No of posts:- 44 Posts (UR-24, EWS-2, SC-6, ST-3, OBC-9)
  • Age limit:- 21- 27 years as on the last date of closing of application.
  • Pay Scale:- Level-3
  • Educational Qualification:- Graduate from any recognized University or equivalent thereof
  • Desirable
    (i) Proficiency in computers.
    (ii) Working knowledge of Urdu/ Hindi.

12. Post Name:- Jr. Secretariat Assistant

  • No of posts:- 292 Posts (UR-121, EWS-29, SC-43, ST-21, OBC-78)
  • Age limit:- 18- 27 years as on the last date of closing of application.
  • Pay Scale:- Level-2
  • Educational Qualification:-
    (i) 12th class pass or equivalent qualification from a recognized Board or University.
    (ii) Typing speed of 35 w.p.m. in English and 30 w.p.m. in Hindi on Computer (35 w.p.m. and 30 w.p.m. corresponding to 10500 KDPH/ 9000 KDPH on an average of 5 key depressions for each word.)

13. Post Name:- Mali

  • No of posts:- 100 Posts (UR-41, EWS-10, SC-15, ST-7, OBC-27)
  • Age limit:- 18- 25 years as on the last date of closing of application.
  • Pay Scale:- Level-1
  • Educational Qualification:- 10th pass from a recognized Board or equivalent.

How to apply for Delhi Development Authority Recruitment 2020

Interested and eligible candidates can apply online through the Delhi Development Authority website http://www.dda.org.in w.e.f. 01.04.2020 (10:00 AM) to 30.04.2020 (06:00 PM).

Advertisement No:- 01/2020/Rectt. Cell/Pers./DDA

For more details, please check Delhi-Development-Authority-Recruitment-2020-629-Posts and important dates notification Corrigendum23032020

Note: The eligible candidate can apply online from 01.04.2020 to 30.04.2020.

Elected Representatives Cannot Have A Right To Claim That A Particular Employee Be Posted At A Particular Station: HP HC

It is most heartening, most reassuring and most refreshing to learn that the Himachal Pradesh High Court most recently on March 18, 2020 in a latest, landmark and extremely laudable judgment titled Sunita Devi Vs. State of H.P. & Ors. in CWP No. 1978 of 2019 has held in no uncertain terms that elected representatives cannot have a right to claim that a particular employee be posted at a particular station and that the choice is to be made by administrative head and not by the legislators. All the legislators must pay heed to what has been held by the Himachal Pradesh High Court so explicitly, so elegantly and so effectively that leaves no room for doubt whatsoever!

neta-leaders-elected representative

To start with, the ball is set rolling in para 1 of this judgment authored by Justice Tarlok Singh Chauhan for himself and Justice Chander Bhusan Barowalia by first and foremost observing in para 1 that, “This Court of late, more especially, after the closure of the H.P. Administrative Tribunal is flooded with the petitions in which the employees challenge the orders of their transfers.”

Quite alarmingly, it is then observed in para 2 that, “Despite the law on the subject being well settled, yet we find the same is being violated with impunity either by the political executive or by the administrative authority, constraining the employees to have initially approached the Administrative Tribunal and on its closure, this Court unnecessarily clogging its docket.”

Significantly, it is then very rightly pointed out in para 3 that, “It is trite that transfer is an incidence of service and as long as the authority acts keeping in view the administrative exigency and taking into consideration the public interest as the paramount consideration, it has unfettered powers to effect transfer subject of course to certain disciplines. Once it is admitted that the petitioner is State government employee and holds a transferable post then he is liable to be transferred from one place to the other within the District in case it is a District cadre post and throughout the State in case he holds a State cadre post. A government servant holding a transferable post has no vested right to remain posted at one place or the other and courts should not ordinarily interfere with the orders of transfer instead affected party should approach the higher authorities in the department. Who should be transferred where and in what manner is for the appropriate authority to decide. The courts and tribunals are not expected to interdict the working of the administrative system by transferring the officers to “proper place”. It is for the administration to take appropriate decision.”

What’s more, it is then also pertinently mentioned in para 4 that, “Even the administrative guidelines for regulating transfers or containing transfer policies at best may afford an opportunity to the officer or servant concerned to approach their higher authorities for redressal but cannot have the consequence of depriving or denying the competent authority to transfer a particular officer/servant to any place in public interest and as is found necessitated by exigencies of service as long as the official status is not affected adversely and there is no infraction of any career prospects such as seniority, scale of pay and secured emoluments. Even if the order of transfer is made in transgression of administrative guidelines, the same cannot be interfered with as it does not confer any legally enforceable rights unless the same is shown to have been vitiated by mala fides or made in violation of any statutory provision. The government is the best judge to decide how to distribute and utilize the services of its employees.”

While adding a caveat, it is then observed in para 5 that, “However, this power must be exercised honestly, bonafide and reasonably. It should be exercised in public interest. If the exercise of power is based on extraneous considerations without any factual background foundation or for achieving an alien purpose or an oblique motive it would amount to mala fide and colourable exercise of power. A transfer is mala fide when it is made not for professed purpose, such as in normal course or in public or administrative interest or in the exigencies of service but for other purpose, such as on the basis of complaints. It is the basic principle of rule of law and good administration, that even administrative action should be just and fair. An order of transfer is to satisfy the test of Articles 14 and 16 of the Constitution otherwise the same will be treated as arbitrary.”

Be it noted, it is then envisaged in para 6 that, “Judicial review of the order of transfer is permissible when the order is made on irrelevant consideration. Even when the order of transfer which otherwise appears to be innocuous on its face is passed on extraneous consideration then the court is competent to go into the matter to find out the real foundation of transfer. The court is competent to ascertain whether the order of transfer passed is bonafide or as a measure of punishment.”

What cannot be missed out here is what is then stated in para 31 that, “In the instant case, there was no independent decision taken by the Administrative Head rather there was no scope left for the said purpose and, therefore, the decision has been rendered vulnerable as being influenced by the proposal and recommendations made by the Minister concerned.”

As a corollary, it is then stated in para 32 that, “As observed by this Court, the Members of the Legislative Assembly or the Minister concerned have right to make a recommendations but these recommendations cannot be taken to be the final word. The underline principle for transfer is public interest or administrative exigency, which is conspicuously absent in the present case.”

To be sure, it is then held in para 33 to which the elected representatives must pay heed that, “As held by this Court in Amir Chand’s case (supra), we live in a democracy and our elected representatives under the Constitution are to work in the legislature and not as administrators. They cannot start interfering in the administration or the working of the Executive. It is they (Administrative Heads) who are the best judges to decide how the department has to be administered and which employee should be transferred to which place. The politicians cannot don the role of administration.”

Going one step ahead, the next para 34 then envisages that, “It was further held that the elected representatives cannot have a right to claim that a particular employee should be posted at a particular station. The choice has to be made by administrative head i.e. Executive and not by the legislators. Where an employee is to be posted must be decided by the administration. It is for the officers to show their independence by ensuring that they do not order transfers merely on the asking of an MLA or Minister. They can always send back a proposal showing why the same cannot be accepted.”

Not stopping here, it is then held in para 35 that, “Lastly, it is held that whenever any transfer is ordered not by the departments but on the recommendations of a Minister or MLA, then before ordering the transfer, the views of the administrative department must be ascertained and only after ascertaining the views of the administrative department, the transfer may be ordered if approved by the administrative department, meaning thereby the views of the administrative department have essentially to be sought in the matters of transfer. What follows is that the views of the administrative department must reflect subjective satisfaction and conscious application of mind that the transfer is essential on account of administrative exigency and/or public interest or that the transfer of employee is necessary for the effective utilization of his/her services.”

Truth be told, it is then conceded in para 36 that, “Adverting to the present case the order of transfer cannot withstand judicial scrutiny as the same does not show that the petitioner has been transferred on account of administrative exigency and/or public interest. The record  further does not reveal that the transfer has been effected for the effective utilization of the services of the petitioner and she has been transferred merely on the basis of the recommendations made by the political executive.”

Needless to say, it is then ostensibly concluded after analyzing everything in para 37 that, “In the given facts and circumstances of the case, the action of the respondents cannot be countenanced and sustained. Accordingly, the order dated 19.08.2019 whereby the petitioner has been ordered to be transferred from Forest Beat Gummer, Block Jawalamukhi Range Jawalamukhi under Forest Division Dehra to Forest Beat Kotla, Block Kotla, Range Dadasiba under Forest Division Dehra is quashed and set aside, leaving the parties to bear their own costs.”

Finally, before parting, it is then observed in the last para 38 that, “However, before parting, it needs to be observed that since the docket of this Court is full of cases relating to transfers of employees, the Government would be well advised to implement online transfer in its Departments, Boards, Corporations etc. having over 500 employees by framing an online transfer policy on similar line as that of the adjoining State of Haryana.”

On the whole, it is a very well written, well reasoned and well justified judgment which must be read in its entirety! Para 32 to Para 35 are the most critical part which makes the whole picture very clear on this vexed issue as has been already discussed above! All the elected representatives must always adhere to this in letter and spirit as has been very rightly held by the two Judge Bench of Himachal Pradesh High Court and refrain from interfering as has been directed also and due importance must be given to the administrative department in matters of transfer!

Sanjeev Sirohi, Advocate,

s/o Col BPS Sirohi,

A 82, Defence Enclave,

Sardhana Road, Kankerkhera,

Meerut – 250001,

Uttar Pradesh.

“Work from Home (WFH)”popular in India after Coronavirus/COVID-19

Before discussing impact of coronavirus (COVID-19) to implement the concept of  ‘Work from Home” in India few lines about the virus may be highlighted from the website of WHO, (www.who.int/health-topics/coronavirus),  “Coronavirus disease (COVID-19) is an infectious disease caused by a newly discovered coronavirus. Most people infected with the COVID-19 virus will experience mild to moderate respiratory illness and recover without requiring special treatment.  Older people and those with underlying medical problems like cardiovascular disease, diabetes, chronic respiratory disease, and cancer are more likely to develop serious illness. The best way to prevent and slow down transmission is be well informed about the COVID-19 virus, the disease it causes and how it spreads. Protect yourself and others from infection by washing your hands or using an alcohol based rub frequently and not touching your face”.

The COVID-19 which has created human devastation in the world has popularised a theory in secondary and tertiary sectors (in case of wage-employment) known as “Work from Home (WFH)” now a popular concept in India also. It was at low ebb in India, albeit, from ancient age handloom and  handicrafts works,  earthen utensils making, etc. were carrying out from home for business purpose indicating “Work from Home”, but these were self –employment. In case of wage employment, the concept is comparatively new and getting popularity. For example, according to US census data, 5.7 percent of workers in the US were working from home in 2017 which was around 8 million persons. The same was 5 percent in 2016 and 3.3 percent in 2000.  In USA, apart from some industries, viz., construction, primary health care and transportation, working from home has been able to flourish. This is mainly due to the advent and rise of increasingly efficient technology.  Anyway, in India, to reduce the spread  COVID-19, first schools and malls were closed and then many establishments asked employees to “Work from Home” wherever possible. Few data and facts to substantiate the statement are presented here collected from different websites.

Volvo Car, India and Tata Motors have announced work from home as a safety measure for its employees due to the rising number of coronavirus infections in India. In wake of the coronavirus pandemic, U.S. auto Ford has asked 10,000 employees in India, except those in business-critical roles, to work from home, a step which has also been taken up by Swedish luxury car maker Volvo.

Also the Economic Times, March 23, 2020 reported that “about half of India’s technology workers – estimated at 3 million – have already begun to work from home as social distancing becomes key to contain the spread of the outbreak. If employees continue to work from home for a few more months, IT companies are likely to conclude that 20-30% of their workforce can operate remotely”.  Also it was reported that Tata Consultancy Services “has asked more than 40 percent of its employees to work from home. Accenture has moved over 60 percent of its employees to work from home in India and the Philippines”. Another case “Work from Home” is from a prestigious academic organisation located in Hyderabad known as the National Institute of Rural Development and Panchayati Raj (NIRD&PR), which is an autonomous organisation under the Union Ministry of Rural Development, is a premier national centre of excellence in rural development and Panchayati Raj. Recognized internationally as one of the UN-ESCAP Centres of Excellence, it builds capacities of rural development functionaries, elected representatives of PRIs, bankers, NGOs and other stakeholders through inter-related activities of training, research and consultancy. The NIRD&PR celebrated its Golden Jubilee Year of establishment in 2008. In addition to the main campus at Hyderabad, the Institute has North-Eastern Regional Centre at Guwahati, Assam to meet the NE-regional needs. This Organisation for the safety of its employees in view of outbreak of COVlD-19 has implemented “Work from Home” for the staffs, including consultants, contract, and outsourced employees up to, 31 March, 2020. However, the essential staffs viz., CMU (includes Electrical section, House Keeping, Water Supply, Sanitary Section etc), Health Centre, Garden section, Vehicle section, Security etc. are obligated to work on daily roster basis. “The Heads of each of the support units (Executive Engineer, Lady Medical Officer, Garden Superintendent, Multi-Tasking Staff, and Security Officer) will design a roster for the essential services”. It was reported that first time in the history of NIRDPR the “Work from Home” has been introduced.

Thus, in India in many sectors “Work from Home” has been implemented which is the outcome of COVlD-19. Eduindex News is also giving opportunity to writers and other experts Work from Home https://eduindexnews.com/tag/work-with-eduindex-news/ 

Relevant information collected from the websites:

https://qz.com/work/1392302/more-than-5-of-americans-now-work-from-home-new-statistics-show/

https://www.fastcompany.com/90330393/the-surprising-history-of-working-from-home

https://www.paymoapp.com/blog/working-from-home/

https://www.thehindu.com/business/Industry/coronavirus-ford-asks-10000-employees-in-india-to-work-from-home/article31089427.ece

https://economictimes.indiatimes.com/wealth/earn/coronavirus-and-worklife-tips-to-make-working-from-home-easy/articleshow/74745322.cms?from=mdr

 

Dr. Shankar Chatterjee

Former Professor& Head (CPME)

NIRD &PR (Govt. of India),

Hyderabad-500 030

Telangana, India

Email <shankarjagu@gmail.com>

DATA OR INTUITION: WHEN SHOULD HR RELY ON THE NUMBERS?

Do you operate on gut feelings a lot? You know, when you interview someone for a job and within an instant you know this person is right—or wrong—for the job? What about when you’re making a big decision about a reorganization, or implementing perks that you just know employees will love?
Many HR professionals make all kinds of decisions without looking at the numbers—sometimes it works out and sometimes it doesn’t. But the flip side is also true: Sometimes you look at the numbers, make your decision accordingly and things go poorly.
So, how do you know when it makes sense to use data and when to trust your gut?

The Myth of Homo Economicus

Have you ever heard of Homo Economicus? You may not know the term, but you probably know the principle. In economics, Homor Economicus is the assumption that everyone is a rational actor and will choose the option that will maximize their benefit in any situation.
While people do tend to do what they think will make them happiest, sometimes their analysis of the situation is way off the mark. And other times, they discount what will really work.
For instance, you may want to hire someone with whom you just “click.” Except that situation can result in hiring someone who is great for a weekend road trip, but not the best at maximizing sales. Don’t use your gut when hiring.
Instead, channel your inner Homo Economicus and use the information you know about your business and the information you know about the candidates in order to make a rational decision.
Yes, personality can be one of the items on your checklist, but using objective data allows you to avoid making an irrational—and sometimes illegal—decision. Our “guts” tend to favor people who look and sound like ourselves, which means your gut is going to tell you to hire people of the same race, gender and national origin as yourself.
Before you start the interviews, make a list of the qualifications that are critical to the success of the position, and then match up the candidates to that list. Using your data can save you a lot of headaches in the future.

But What About Perks?

I received a question from a reader recently, who asked, “Why do team building events always involve pulling people up to the stage? I hate that.” Well, he’s not alone. You know who loves that type of stuff? The people who plan team building events.
A team building activity is supposed to be fun—it’s a perk. The same goes for other office perks you may offer—from Yoga classes to discounts at local restaurants, these things are supposed to make your employees happy.
So, why shouldn’t you sit in your office and brainstorm ideas for perks? Because you might like certain things, but it doesn’t mean your employees will like them. Just like the team-building exercises that only the group leader enjoys, bringing a Yoga instructor on site may satisfy your desires, but not the rest of the office’s.
Instead, use data to determine what perks and programs will benefit your employees. Send out a survey. Ask for feedback. Use the results to decide where to allot the money for such programs. The results may surprise you—or they may be exactly what you thought.

Time to Fire

When you fire someone for gross misconduct—like stealing or swearing at customers—that’s an easy decision, even if actually carrying out the termination is difficult. But what about when you need to do multiple layoffs for business reasons? That’s when your data needs to come out in full force.
Hopefully, you’ve done performance appraisals over the years, and can easily rank your employees. Why is this important? Well, naturally, when you have to do a layoff, you want to keep your best employees if at all possible.
This ensures that you are keeping the consistent high performers, not just whoever you happen to like best today. It also protects you from legal challenges, since you’ll be able to demonstrate your methodology for selecting people for termination.
In addition to looking at individuals, you’ll need data to look at which positions really add the most value to the organization. Don’t eliminate a position just because it commands a high salary, if that position is also the one bringing in the money.

Paycheck Boosts and Bonuses

It should be pretty clear that unless you do a flat cost of living increase where every employee gets the same boost (or the same percentage boost) in salary, you need to look at the data before telling employees their increases.
Why? Because you can have something called “disparate impact” which means that even though you didn’t intentionally discriminate, one group got treated better than another.
You want to double check that you didn’t inadvertently give higher raises to women than men, for example. You also want to make sure that your raises make sense overall.
Bottom line: In nearly any decision, data is your friend. While it’s important to keep the “human” in human resources, it doesn’t hurt to balance your decision with some solid numbers. You can always look at the data and make a decision to go against it, but at least you’ll know that it’s your gut and not the numbers that you’re following.

WHAT WOULD YOU PAY $1 PER MONTH FOR?

I follow analysts in the industry regularly, both topical to our domain and those that have a financial focus in the applications markets.  One of my favorites is Scott Berg of Needham & Company out of New York.   His latest on 11/30/15 was titled “Industry Checks Indicate 3Q Strength More about Replacement Cycle than ACA”.
Now I was pleased to hear that Scott sees strong market results as a fundamental pillar in our industry (I do make my living here), but buried in that note was a very interesting tidbit.  Namely that the new reporting requirements that the ACA is generating around compliance such as forms 1094-C, 1095-C and maybe even the additional 1095-B are driving companies to purchase these from their providers for a fee.  If they are required to do so, this could be as much as $1 per employee per month according to Scott’s research.  Scott sees this representing a 3% – 5% revenue growth driver for our market in 2015.

Optional Subscriptions?

All well and good, and I am glad to hear that the market is rapidly adapting to this new requirement, but this really got my mind churning.  What else might be an “optional subscription” in the future?  After all, there is tremendous innovation going on in the Platform as a Service (PaaS) market, Cornerstone Edge is a great example.  According to GigaOM Research, the PaaS market is predicted to reach more than 20 billion dollars in 2015.
Manufacturers have rapidly been adopting this mindset as well, according to Michael E. Porter of the Harvard Business Review in “How Smart, Connected Products Are Transforming Competition”.  Extended capabilities and the ability to provide this wrapper of services is not just a market opportunity, it is how you develop that deep relationship with your customer that keeps them with you.  Just like our industry, the “hardware” may be commoditized, it is the software and services that will be their differentiator offered through this concept of a system of systems. 
Cornerstone has long understood this approach, software which uses a common baseline – always has and always will,  but can be considered purpose-built at the same time.  Cornerstone has always coupled this with a set of human services which don’t just complement but literally extend the value our customer receives.  Software AND people, a “system of systems” who help you #realizeyourpotential

A La Carte Services for HR

So, I started to do a thought experiment (just my thoughts) about where an a la carte approach may make sense to an HR customer in our industry.  Not just additional software but expertise that I might want to purchase from my supplier. These aren’t premium services in the classic sense but embedded services which I might “subscribe to”. This would presuppose things that I might not have even contemplated a few years ago. Thoughts that spring to mind include:
  • Value Realization (baseline and point in time measuring of improvements)
  • Benchmarking myself deeply against my industry peers in specific process (step by step)
  • Internal net promoter scoring through point in time asks as my employees use the software
  • Coaching requests embedded mid-learning where one could get advice real time
  • Access to a library of libraries of user contributed content
  • Review of the output that my predictive analytics is providing to ascertain what is “next”
Cornerstone developed Edge to open our platform to innovative ideas which we may never have thought of,  those ideas can take a myriad of approaches;  products, wrappers of services or just plain human contact.  Pricing models for this, “buckets” versus “by the drink”, remain to be sorted out, we’ll leave that to the market to determine – but I would leave you with this question …

CLOSE THE SKILLS GAP: GET WITH THE 21ST CENTURY

Recent graduates can’t land jobs, while employers complain that they can’t find people to hire. The facts just don’t add up, yet the troublesome gap is widening.
Educators, entrepreneurs and political pundits alike are weighing in on the so-called skills gap — the widening split between what educators are delivering and what today’s modern workforce needs. We live in a world in which half of the jobs today didn’t exist 25 years ago (think app developers, data scientists and social media managers), Dennis Yang writes on Forbes — so the gap is presenting an interesting hiring dilemma.
How can employers and educators anticipate and build skills for the future workplace that likely will change shape even faster in the coming years?

Accept and Adapt Practical Skills Courses

Students and experienced workers need to take education into their own hands, Yang says. There is already a healthy demand for online classes geared toward practical skills — the market hit $91 billion last year and is projected to top $256 billion in 2017, according to investment firm IBIS Capital.
Online platforms like Codeacademy and Dev Bootcamp offer classes in computer programming. Skillshare’s online, project-based courses focus on creative disciplines like photography, interior design and sound editing. With so many options to choose from, students don’t always know which ones will land them a good job. Yang says that companies will need to step in and apply the lessons of these programs in a more systemic way.

Make Job Requirements More Transparent

Employers also will need to alter the job descriptions they post, according to Yang. “Companies would define jobs not only by traditional job descriptions but also by a set of skill-based courses over which prospective jobs seekers can demonstrate mastery. Job descriptions could include a playlist of courses required to prepare for the job,” he says. This strategy also applies to developing the skills of existing employees, who could benefit from individualized learning plans to help them reach the next level.

Rethink the Workplace Along 21st-century Lines

Many workforce training initiatives ignore new realities, Ira Wolfe writes on The Huffington Post. “Even when the skill training and education is on the right path, it doesn’t consider how the definition of work, the description of a job, and the re-shaping of the workplace has changed,” Wolfe says. Few jobs are permanent; more generations work side-by-side than ever before; and many employees work remotely. “Employers must rethink the concept of a workplace and the definition of work and jobs before they can expect communities and government to develop more skilled workers,” Wolfe says

Medical Assisting Grant Now Available to New Students

UPDATE: The Medical Assisting Grant offered for the September 2016 semester is no longer being offered. To determine if you’re eligible to receive grant, scholarship or loan funding to help pay for your education, please contact the financial aid department at Bryant & Stratton College.
Bryant & Stratton College has recently introduced an exciting educational grant program for new Medical Assisting students who begin their degree program in September 2016. Students enrolling in the Medical Assisting associate degree at Bryant & Stratton College, this fall, now have another way to help pay for school.
New students enrolling in the Medical Assisting degree program may be eligible for up to $6,000 in grant funds that will be applied to their tuition cost. This grant provides students valuable savings as students complete some of the most important courses of their 60-credit associate degree in Medical Assisting. The Medical Assisting associate degree program provides a high-quality education designed to propel graduating students into the medical assisting career field.
In addition to academics, Bryant & Stratton College focuses on career-ready education as a cornerstone of this program. Key employer feedback was utilized in determining the courses and career preparation which make up this degree program. A strong mix of classroom and lab work ensures student complete the program with a foundation in the theory and practice necessary to succeed as a Medical Assistant. With the Medical Assisting grant, students will gain a decided financial advantage towards a degree program in an exciting, growing professional field.
Upon applying for the Medical Assisting program, students will work with their personal admissions and financial aid representatives to apply for the grant. If eligible, the grant will be applied to their tuition costs in separate increments as they complete the degree program, ensuring the tuition savings are spread across multiple semesters.
To learn more about this exciting grant program, call 1-888-836-9748 or apply today!

LEARNING CORNER WITH JEFFREY PFEFFER: EMPLOYERS CAN—AND SHOULD—MAKE EVERY DAY PAY DAY

When a former participant in a Stanford executive program invited me to join the advisory board of PayActiv, a company providing employees access to their earned wages between pay periods, I had no idea about the pressing need for what has become a growing industry and movement. Yet giving people access to their money more quickly represents one small but important step to reducing an epidemic of employee financial stress.
Like all forms of stress, financial stress negatively impacts people’s psychological and physical health, an issue very much on my research agenda. Moreover, it adversely affects employee turnover, absenteeism and presenteeism. In fact, one in three employees say that personal finance issues are a distraction at work.
Here’s why human resources departments should embrace the movement to make every day a payday.

Let’s Look at the Problem

Unless you are a day laborer or a participant in the “gig” economy—in other words, if you are a regular employee—odds are extremely high that you are going to be paid for your work some time after you did it. According to the U.S. Department of Labor, only nine states require weekly pay, and some of those states have exceptions. In other states, employers can pay people every two weeks, semi-monthly (like my employer, Stanford) or even monthly.
Consider the fact that in the second quarter of 2019, median weekly earnings were $911 for full-time wage and salary workers. With seven days in a week, that means the median worker is earning $130.14 per day. If someone is paid every two weeks, they will have accrued but not been paid earnings of around $1,301 (minus tax withholdings and deductions) after 10 days.
The fact that people are paid what they have earned some time after earning it may not seem like a big problem, but data shows many people in the U.S. are in a financially precarious position. The annual survey conducted by the American Psychological Association consistently finds that money and work are the two leading sources of stress, with these levels only rising. Even among employees earning more than $100,000 annually, PwC’s 2017 Employee Financial Wellness survey shows that 28 percent found it difficult to meet household expenses each month, and 58 percent consistently carried credit card balances.

The Current “Payday” Industry Is Enormous—and Wildly Expensive

The payday lending and “check cashing” industry arose in response to people’s needs for small, presumably short-term loans to tide them over until they receive their next paycheck. And business is booming. There are now more payday lenders in the U.S than McDonald’s or Starbucks. A study by the Consumer Financial Protection Board found that almost half of the borrowers had done 10 transactions, and the median fee was equivalent to an annual percentage interest rate of 322 percent. 
Meanwhile, Flexwage estimates that people are paying $32 billion in bank overdraft and insufficient funds fees and $6 billion in lending fees at U.S. pawn shops. Along with the $9 billion in estimated payday lending fees and high interest rates, that’s close to $50 billion being paid each year by some of the poorest and most financially stressed Americans. And it turns out this is something that should concern HR managers, too.

Financial Stress is a Giant Problem—for Employers

PwC’s survey reported that employees who were worried about their finances were five times more likely to be distracted at work and nearly twice as likely to spend three hours or more at work dealing with financial matters. Stressed employees were also twice as likely to miss work and more inclined to cite health issues caused by financial stress, the survey showed.
This massive productivity and engagement cost is one reason that a 2019 Bank of America survey found more than 50 percent of employers are now offering financial wellness programs as an employee benefit, a doubling in just four years. Such programs can include education about budgeting, direct deposit of wages to a bank to avoid check cashing fees, retirement savings plans (which less than half of employers offer in any form), income smoothing for people in jobs where pay varies significantly over time and programs to have employees automatically deposit a set amount or percentage of their pay into a savings vehicle.

One Simple Step Toward a Solution

These are all helpful options, but there’s a better solution: Simply offering employees quicker and easy access to their money will go a long way toward increasing productivity, improving retention and even attracting more applicants (who won’t need to deal with the unnecessary added financial stress that comes from dealing with predatory lenders).
Most earned wage providers, such as FlexwageInstant, and PayActiv, sign up employers—who, in many cases, pay the nominal fees (which vary by vendor and specific customer but are typically on the order of 3 percent) on behalf of their employees. Employers then offer the option, which often includes a debit card and no-fee access to ATMs, to workers.
To be clear, this will not solve all of your employees’ financial problems. For instance, if people aren’t earning enough money, providing better and quicker access to an inadequate wage won’t eliminate their financial stress. If people are doing a poor job of financial planning and budgeting, accessing their wages more readily won’t suddenly make them better financial managers.
But it just might reduce at least some of the overdraft fees and high interest costs that make their precarious financial situation and resulting stress even worse. And reducing financial stress, by any amount, can only benefit workers and their employers. 

AVOIDING FRANKEN-SUITE SOFTWARE (ORGANIC VS. ACQUIRED)

For those of us who have been working in and around HR technology for a while, the last two years have been remarkable in terms of the pace and scope of market consolidation.  No fewer than a half dozen significant learning and performance management companies have been acquired by other vendors and are now in various states of being cobbled together, prodded and cajoled into their respective acquirers.
The change in the landscape for the prospective buyer is real. First of all, there are simply fewer names to slap on that RFP list.
Second, there are tangible implications in terms of functional offerings – for example, it seems that every performance or recruiting vendor suddenly got the urge to add an LMS to their suite (hey, learning does matter after all!). Separating talent management vendors on the basis of what silos of functionality they offer just got harder.
However, for buyers, the biggest issue of all might well be this: Is your technology vendor really a Frankenstein patchwork of acquired and merged companies and technologies?  And if so, what does this mean in terms of product and service delivery?

Grilling the Vendors: Key Questions for Buyers to Ask

If you are looking at the market for talent management software today, you’re lucky in the sense that there are fewer options and therefore fewer vendor evaluations to slog through. But the simplicity stops right there. Deeper investigation will likely show many of these companies are actually cobbled together through a lot of recent merger activity.
Some key questions as you navigate the turbid waters of HR tech:
Issue
Questions to Ask Vendors
Integration Points
How are the various pieces of your talent management software connected – pass-throughs, patched data feeds, and work-arounds? For example if the LMS and EPM systems come from different acquisitions, what’s the real story on how they work together?
User Experience
Is the user experience and interface consistent across the talent management system? If not, where does it change? If you click out of succession planning and into performance reviews, for example, does the user interface suddenly change? If so, how will this impact end-user training, engagement, adoption rates and overall experience?
Customer Support
How does the vendor support their products from different legacy software acquisitions? Are there different support teams for the LMS and EPM and succession planning and compensation tools? Does supporting multiple acquired products under one roof raise the overall costs of support?
Reporting & Data
Can the talent management system produce consistent reports from every part of the system? Is the reporting tool the same across the suite? Are the underlying data models the same across the system – and if not, can the vendor explain how this will impact your ability to generate timely and useful reports?
Upgrades & Maintenance
If the talent management system is pieced together, how will this impact product upgrades and enhancements? How are different versions and interfaces synchronized? Can the user interface and data model across the talent management spectrum be upgraded at the same time?
Administration & IT Support
If the system is cobbled together from different user interfaces, administrator interfaces, data models, and customer support teams, does this increase headaches for admins or IT? How many touch points are you going to have to deal with (and what’s the true cost of all that switching around)?

 

Caveat Emptor

The press release that trumpets the announcement of the latest HR technology company merger always includes lofty proclamations about how the new, combined systems will change the world.  But savvy buyers know that that piecing together different software platforms is never as easy as it sounds. 
Integrating multiple software tools (and corporate cultures) under the same roof is hard work – it often takes years to complete, and, even then, the combined system is often a patchwork of different user interfaces, data models, upgrade paths, and customer support options. The lesson? Buyer beware.

Going Organic:   Is This Broccoli or Enterprise Software?

By organic we also mean “homegrown.”  Call it what you like, the idea is software developed in-house and by the same development team over time. The entire talent management suite (from learning to performance to succession to compensation to social networking) is the same software, developed and supported by the same people.
Why does this matter?  Plenty of reasons:
  • One system means tighter functional integration across processes
  • One customer support team for all products
  • One user interface (lower training costs, flatter learning curve)
  • One data model
  • One reporting environment
  • One upgrade and maintenance path
Evaluating enterprise software requires buyers to be ever-vigilant about market dynamics.  It also requires checking under the proverbial hood to make sure you get the real story about a potential software partner.
In the talent management software market today, it might just pay to go organic.

International Influence

The recipe for success in college athletics varies by team and sport. At the “junior college” level that recipe can be even more challenging when it comes to recruiting and retaining players. Nick Dimitrievski and Alex Grigorita seem to have found one way to stay ahead in the ever competitive United States Collegiate Athletic Association and that is through a strong presence in international recruiting.dennis kicking ball
Both head coaches recruit heavily in the greater Syracuse and New York regions but they also have a strong international presence on their teams. The Bobcats soccer teams have a combined 24 international players between the two rosters; including players from as far away as Gold Coast, Australia, nearly 10,000 miles from Bryant & Stratton College’s Syracuse campus.
“It’s all about networking and trying to find the best possible student athletes,” Dimitrievski said. “Now we’ve ventured into the international market. At the end of the day it’s about finding the best soccer player, wherever [they] come from.”
Dimitrievski’s squad boasts 14 total international players, two each from England, Germany and Serbia and one each from Australia, Chile, Spain, France, Scotland, Jamaica, St. Lucia and Costa Rica. The women’s team features 10 international players, five from Antigua and Barbuda, four from Trinidad and Tobago and another from Barbados.
Bryant & Stratton College’s international presence has been a long standing foundation of the program. This dates back to Grenadian stars Ricky Charles and Sharlie Joseph, the seven-time MLS All Star and 2009 MLS MVP Finalist. Joseph’s legendary MLS career began with the Bobcats as he played two years with Bryant & Stratton College before transferring to St. John’s University to complete his education.
“We’re looking for those types of guys [like Sharlie], that’s the reality,” Dimitrievski said. “A lot of kids what to be that type of player.”
Having one of the most iconic players in MLS history as an alumni makes for a nice recruiting pitch, but another decision may have been more impactful in attracting students to don Bryant & Stratton College blue; the conference move from the NJCAA to the USCAA.Kai Jacobs (Antigua & Barbuda) has been dominant for the Bobcats this year. Scoring 12 goals and adding 11 assists.
The move opened the door for the Bobcats to offer more opportunities to more players. Eligibility rules in the NJCAA only allows student-athletes to play for a school for two years. Unlike the NJCAA, the USCAA allows student-athletes to play for four years as they pursue a bachelor’s degree. This is an added benefit for both the team and players as they have better options to complete their degree program.
That isn’t to say the option of playing two years for the Bobcats and transferring isn’t a popular choice. For example, Scott Robson’s impressive two-year career at BSC was parlayed into a transfer to Bellevue University where he’s already racked up three goals and 11 assists since moving on.
The ability to provide student-athletes the option of playing two or four years is a win-win situation in the eyes of the coaching staff. Every player, regardless of the degree they wish to pursue upon arrival, has the opportunity to turn their on-field exploits with the Bobcats into an offer from a Division I program just as they have the opportunity to spend four years at Bryant & Stratton College and earn a four-year degree. It’s a situation that benefits the program and athletes equally.
Following the footsteps of alums and fellow teammates becomes a pull for future recruits. The opportunity to earn a degree while playing the game they love attracts many international players to Bryant & Stratton College.
“Knowing [Scott] and watching him be able to find another opportunity is appealing to new players like myself,” said goalkeeper Harry Watson. “It gives us a goal to work for to work harder in class and work harder as a player.”
“Not only do players see this as an opportunity to further their education but to improve their soccer as well,” said Grigorita. “The alumni help because [new athletes] know what kind of soccer we play and the level of education they will get here.”
Grigorita has created a pipeline, of sorts, from the Caribbean to the Bryant & Stratton College Syracuse campus. He has had a great deal of success recruiting in areas such as Antigua and Trinidad; That includes leading goal scorers Kai Jacobs and Portia Davis, who both hail from Antigua and Barbuda.
Both Jacobs and Davis are mainstays on the Antigua and Barbuda women’s national team along with fellow Bobcat Kanika Buckley. The draw of Bryant & Stratton College came from the program’s track record and the Antiguan players who played for the program previously.
“Several girls had come in before me who have moved on to other schools,” said Jacobs. “Some are back home and working and are very successful. So that has given me more motivation to come in and have something to look forward to.”
Jacobs added that a previous teammate and fellow countrywoman was selected as a USCAA All-American during her time at Bryant & Stratton College and set the same goal for Jacobs to achieve. After a 12-goal and 11-assist season, Jacobs may just have the inside track on reaching that goal.
Grigorita’s pipeline has even enabled him to recruit three players from the same school in Trinidad and Tobago. Cherise Roberts, Njemile Charles and Jeanille Lawrence all come from the soccer program at Scarborough Secondary in Trinidad, a program that has unearthed a host of talent for the Bobcats. However, Grigorita is quick to point out that the program a student-athlete comes from is secondary for him.
He notes that when he goes to watch someone play, he’s there to watch the player regardless of the team they’re playing on. He contends that it’s more likely his recruiting will draw more players from the same programs as success with the Bobcats often draws more interest for players to come to Central New York for their collegiate soccer.christian perez
That trip is hardly a short one for Bryant & Stratton College’s international players. By comparison, the trip Jacobs, Buckley and Davis make from Antigua (roughly 1,984 miles) is a walk in the park compared to that of Josh Martin’s 9,522 miles from Gold Coast, Queensland in Australia or even the 5,302 miles Cristobal Rojas travels from Santiago, Chile.
Naturally, there’s also a difference in weather for many of the players who trek to a region famous for winter snow from otherwise sunny locales. While the weather surprised plenty of newcomers, particularly those who hail from the Caribbean, the welcoming arms of the Bryant & Stratton College community quickly counteract any nasty weather.
“Everyone is there for you everywhere you turn,” Jacobs said.
The feeling of family and community on campus is a key factor for ensuring the players don’t just feel comfortable in their new city, but they feel at home. As Dimitrievski points out, English is not the first language for many of Bryant & Stratton College’s international athletes. Providing the proper support system for help inside the classroom and beyond is a key aspect of what the coaching staff and academic departments focus on. This includes a new mentor program in which every student-athlete is paired with a mentor who not only checks up on schoolwork, but ensures the transition to life in Syracuse goes smoothly.
“Everyone here makes you feel like you’re family,” Njemile Charles said. “Here, the college is small and compact and not just on the soccer teams but everyone in the classroom and the faculty makes you feel comfortable.
“To be able to be here playing soccer and something I love gives me a sense of pride for both my country and my family. It’s a positive because I’m pursuing my education while doing something I love to do.”
That’s a sentiment echoed by nearly every player on both teams. It’s easy to find athletic teams that are tight knit on the field and in the locker room, but to have that sense of community carry over to the dormitories and classroom goes a long way in creating an enriching environment for every student athlete at Bryant & Stratton College.
It’s that sense of community which continues to play a major role in drawing elite talent to Bryant & Stratton College, keeping the Bobcats soccer teams in the top-10 of the USCAA rankings on an annual basis.

HUMAN CAPITALIST: HOW TO ENGAGE EMPLOYEES ON COMPLIANCE

Companies are increasingly creating programs to make employees feel engaged and part of a community. While HR efforts are actively focused on talent management, Cornerstone OnDemand Jason Corsello explains on Human Capitalist there’s an element that this management directly affects — compliance.
With corporate scandals widespread, companies are staying attentive to company compliance. According to a recent Ernst & Young report, 41 percent of companies plan to spend more money on compliance programs.
So, what’s the link between engagement and compliance? Corsello presents these elements “as two sides of the same coin,” and, he writes, if talent is managed in a proactive way, the demands of compliance can fall into place without a hitch. Here are two examples Corsello presents of companies that let employees become the rule-makers and, in turn, compliance advocates:

Virgin Media Connects Employees to Values Through Social Learning

Virgin Media employees are encouraged to talk about company values, which “helps workers understand them and to gets them invested in creating and ensuring strong ethics,” Mark Lamswood, the company’s talent manager, explained recently. Virgin Media uses social learning in the form of online tools and gamification to increase employee participation in conversation company ethics and compliance. 

Commonwealth Bank of Australia Gives Employees the Reins

Commonwealth Bank of Australia lets employees take control of their values training. As Corsello writes the companies “employee-centric cultural shift not only helped employees better understand Commonwealth’s compliance priorities, but also gave the company a competitive advantage over other companies.”

UVM Student on a Mission to Eradicate Malaria

After four years with the Peace Corps, Matt McLaughlin became program manager of Stomping Out Malaria, a Peace Corps program that aims to eradicate the mosquito-born disease in Africa. He recently began the Master of Public Health (MPH) Program at the University of Vermont. Because the program is offered online, he’s able to keep his job, working out of his home in Burlington and also fitting in travel. We recently asked him about his work in Africa and how an MPH might further his goals.

What was your Peace Corps experience like?

When I joined the Peace Corps, my recruiter keyed in on my business experience, and they sent me to Senegal to work in small enterprise development in the eco-tourism sector. After being in the country for a little more than a year, I came to the conclusion that my business skills would be more useful in the public health arena addressing malaria. Like many other public health challenges, the main issues are not clinical, but logistical. The test for malaria needs little to no clinical skill — an illiterate person can ably administer a malaria test. But stockouts are rampant. And managing supply is a key business process that I had experience with when working in a variety of businesses (mostly law offices) in New York City.
eradicate-malaria

After serving in the Peace Corps, UVM Master of Public Health student Matt McLaughlin is working to eradicate malaria.
My major contribution was in the area of bed net distribution. In 2007, when I began working with nets, there was an understanding that mass distribution could create a “community effect” (similar to “herd immunity” in vaccines).
If you achieve a sufficient level of coverage, even those who aren’t actually sleeping under a bed net receive some degree of protection. But the open question at the time was: How do you effectively distribute that many nets?
And the common thinking was that a thorough census would be too difficult; that local community health workers would not have the skills necessary to accurately conduct a census. Looking back, it sounds ridiculous that that sort of nonsense was a common belief, but it was.
A small group of volunteers and I worked with a small NGO called NetLife and the local health system to pilot a census-taking and net-distribution methodology with about 5,000 nets. The following year, we distributed 20,000. That was when the government of Senegal decided to adopt our methodology nationwide. To date, millions of bed nets have been distributed in Senegal using an approach that we piloted.

How did you get involved with Stomping Out Malaria?

When I finished my service, my then director, Chris Hedrick, who is currently the CEO of Kepler University, suggested that Peace Corps could learn from what we had done in Senegal and launch a focused initiative Africa-wide. At the same time, Dick Day, director of the Peace Corps’ Africa Region, was looking for a way to be more proactive in the fight against malaria; malaria prevention was an issue he cared very deeply about. It was a happy confluence of people all wanting to push Peace Corps to take a more active role in malaria prevention.
I developed a proposal for how the initiative should be structured, and I have been working with Stomp ever since. We’re active in every Peace Corps country in sub-Saharan Africa that has a significant malaria burden.

Can you tell us about malaria and why it’s such a problem?

Malaria kills almost half a million children under 5 years old in sub-Saharan Africa every year. It is a disease that disproportionately affects the most vulnerable population on the planet. It is a disease that manages to cause that much death despite the fact that truly excellent treatment drugs exist and can be purchased for less than a dollar. The way I think of malaria is as a failure of systems thinking in the health system. Malaria can be easily defeated, but it requires people to think outside of the box. It won’t be defeated by doctors at clinics. It requires trusted community health workers in every village with a coordinated, almost militaristic precision to reach every symptomatic individual. And they can do it. I’m desperately tired of people underestimating what community health workers are capable of.

What is your organization doing to eradicate malaria?

As a grassroots development agency, the Peace Corps has been working in malaria prevention for 50 years, strengthening the capacity of our host countries to build their health systems. Traditionally, that capacity-building has been very isolated — each volunteer would work with an individual counterpart, and any lessons learned would tend to be lost or, at most, travel to the next town over.
The Internet is fundamentally changing that equation. What Stomping Out Malaria in Africa is attempting to do is to cultivate knowledge-sharing from volunteer to volunteer across the continent. That means regular town hall-style meetings, use of video conferencing and online forums, and purposeful documentation.
One of the most important things I do is to help identify and evangelize flagship projects. The current most important project is called PECADOM+. It’s a French acronym for home-based care, and the “plus” is a unique addition that Peace Corps and our partners have identified.
For most home-based care, the patient — even if they are to receive care in their home — has to seek out the community health worker. The patient needs to initiate care while the health worker passively waits for patients. But in many places where trust in the system is imperfect, people don’t seek care when they have a fever. The “plus” in PECADOM+ is having the community health worker do a weekly active sweep of the community inquiring at each household for individuals with fever. This simple expedient radically increases the number of malaria cases identified and treated. In a controlled trial in 30 villages, this approach led to a 16-time drop in malaria rates over the course of the 2013 rainy season.
Since that time I’ve been evangelizing the approach across all our countries. I’ve personally met with the ministries of health of Benin and Togo, and volunteers in Cameroon, Madagascar and Zambia are working toward their own pilots of the approach.

What does your work involve from day to day?

I have three pillars of my work: training, mentorship, and partnership development. I run two week-long training events per year in Senegal where I bring together volunteers and Peace Corps staff from across the continent for an intensive malaria prevention training. These volunteers and staff are the focal points for malaria prevention in their countries. Much of my time is spent preparing for and running these trainings. Then I follow up by providing ongoing mentorship. That means that when volunteers are engaged in project design, they’ll send me an email or we’ll Skype and I’ll help them think through the planning process.
Finally, to be successful in the modern age, you need partners. A substantial part of my day is spent liaising with partner organizations, looking for opportunities for collaboration, managing the relationship, and evangelizing the partnership to volunteers who can work with that partner in the field.
My days involve a lot of email, a fair amount of Google Docs, some Skype, and a heap of critical thinking.

Where do you work? Do you travel a lot? Do you use a mosquito net?

I work from home in the new North End of Burlington. No mosquito net, though I do wear repellent in the spring. Especially down by the water, they’re merciless.
I do travel quite a bit. I’m generally in Africa four to five times per year and on domestic work travel (mainly to Washington, D.C.) another five to six times per year. When in Africa, I sleep under my bed net, wear repellent, and take my chemoprophylaxis religiously.

Why are you pursuing a graduate degree in public health?

There are two reasons: knowledge and credibility.
I consider myself pretty good at self-study. I’m extremely knowledgeable about malaria despite never once having taken a formal class to study it. I keep up with the scientific literature and can hold my own with my peers in the CDC (Centers for Disease Control) and USAID (U.S. Agency for International Development).
But self-study won’t get you the credibility that a graduate degree confers. And there are some areas where I find unfocused self-study extremely difficult. I’m looking forward to really solidifying my knowledge of epidemiology and biostatistics.

How is the MPH program meshing with your job?

My professors have been extremely accommodating in allowing me to focus papers and projects on malaria-related themes. Particularly, the technical writing we’ve been doing in my environmental health class has provided a springboard to let me explore environmental issues around malaria prevention that I had been struggling with in my work.

Do your colleagues have MPHs, and what do they do?

Most of my CDC and USAID colleagues have MPH degrees. I’m the odd man out. Their jobs range from backstopping very specific areas like malaria in pregnancy or indoor residual spraying, to more general capacity-building of national malaria control programs.

How will the degree fit with your goals?

My long-term goal is to be part (an ever so small and humble part) of the team that eradicates malaria worldwide. To operate on that plane, I will need the credibility that a degree confers and the knowledge and ability to engage with scientific literature. The world needs more people who can bridge the gap between scientific insight and concrete operational interventions based on those insights.
Right now, there’s just too much lag time and every day that passes more children die. I see that translational aspect as one of my strengths and hope that a degree will unlock opportunities in that arena.

What’s something illuminating you’ve learned about Africa?

There have been so many illuminating experiences that have happened to me in Africa that it’s hard to tell where to begin. I think the most important thing I’ve learned is to stop thinking of people as part of a monolithic exotic culture. There’s everything under the sun in Africa. Venality and selflessness, incompetence and excellence, acceptance and prejudice, knowledge and superstition. If that sounds like America, it should

DID YOU KNOW THAT SKILLS ARE NOT BEHAVIORS?

As Learning and Development professionals, one of the big distinctions we need to make when developing training is that behaviors and skills are two different yet related constructs. It is teaching a skill that ensures that the future behavior modification will last longer than just trying to modify a behavior.  Bandura’s Social Learning Theory (1977) argues that one way we learn is through mere observation but also warns that this may be pure mimicking, void of context and social sensitivity. A great example is how a child learns from observation.  A little boy sees his father grab a beer from the fridge after a long day mowing the grass. The child sees this and is compelled to do the same after he does his chores.  One can easily see the issues here.  This is observational learning and reinforced through mimicking.
Behavior is ultimately the thing we want to see changed in people when we are training them to do something. It really is our only manifestation of whether or not we believe they can do something in the future. Although a person is not simply the sum of his or her behaviors, behaviors are the only thing we can observe. Thus, it is important that we are able to answer this question: “How can you tell the difference between a skill and a behavior?” There are three considerations when trying to discern whether someone has gained a skill or is merely performing a behavior.

Skills Transcends Context

To distinguish the difference between somebody knowing a skill versus just displaying the behavior simply change the context. The skill will be transferable, while the behavior will not.
For simplicity’s sake, let’s discuss the ability to play guitar. I have a good friend who sings well; however, he doesn’t know how to play the guitar. During high school, he had the opportunity to be the lead in a musical. This particular role required him to sing a song while playing it on a guitar. He certainly didn’t have enough time to learn how to play the guitar (let alone become a guitar player), so someone taught him the mechanics of strumming and fingering the guitar chords for that particular song. He was shown where to place his fingers on the fret board and how to strum at the right time when he was singing the lyrics to the song. He picked up the behavior quickly and did a marvelous job in the play. Yet, if he had needed to play another song, in a different key, with different lyrics, or even the same song in a different key, he certainly would not have been able to do so. Playing different songs, changing keys, etc. necessitates having the skill of guitar playing. What my friend did was merely demonstrate guitar-playing behavior. He was playing the guitar (behavior) but he was not a guitar player (skill).
Closer to our interest, because of such great emphasis on behavior, many training programs focus on behavior modification and not skill attainment. For example, sales training programs provide the “10-step” process to conduct a sales call. The sales programs are contingent on the context of the sales call not changing. They are laced with assumptions for the program to be able to work. However, anybody who has been in sales for more than five minutes knows that nothing ever goes as expected. Many variables change within any given sales call, sales cycle or overall account management. Thus, to become a well-equipped sales rep, you must have the requisite skill that transcends behavior and context. One diagnosis might be to challenge your skills for behavior by changing the context. If your skill or behavior does not stand up to that change, then it is merely a behavior.

Behaviors = “What”  /  Skills = “How”

The second consideration when evaluating the differences between skill and behavior is the classification of each. In essence, behaviors really describe what is going on while skills describe how it is happening. Again, many training programs give you a lot of what and very little how. For example, how often have you heard “gain trust” or “build rapport”? These are all very valid outcomes for one to tackle if learning better communications; yet, these statements address what one needs to do (behavior), not how she needs to do it (skill). This is commonplace in our field because too often management truly wants the employee to attain an outcome but seems not to care how they get there. Arguably, there are multiple ways of achieving these behaviors; however, rarely are they addressed in a systemic way through skill development.

Behavior Is a Result of Skills

The bottom line here is that we must have some kind of skill to be able to manifest the behavior consistently. We must ask when we observe behavior, “What are the skills that are truly being manifested in the behavior?” Someone who wants to develop a new skill is most likely mimicking what a more successful person is doing and is not developing the skill; rather, she is simply mimicking another’s behavior, which ultimately fails as the context shifts.
It is my experience that many successful employees utilize different skills and approaches to achieve similar results. What distinguishes one employee from another is their associated skills and approaches; thus, someone mimicking another’s behavior without understanding the underlying skill will most likely not lead to similar results. Ultimately, while I can’t say that a particular skill always yields a particular behavior, we can argue that a particular set of behaviors likely stems from multiple diverse skills.
What other constructs in learning and development need more clarity when it comes to their operational definitions in order to enhance training and learning effectiveness?

CHANGING IS NOT TRANSFORMING!

So let’s say you are helping a child with their science homework and so you reach for Google.  The assignment is simple, to talk about how a caterpillar turning into a butterfly.  One website says, “The caterpillar starts to change”, and then you go to another website and it says, “The transformation from caterpillar to butterfly is one of the most exquisite in the natural world”.  Both are reputable websites, one is a university and another is National Geographic for goodness sake.  It would be fair to assume that both change and transformation are actually the same process.  Well, let me ask you this, does the caterpillar become a better caterpillar or a butterfly?  That is the essence of the difference.
Change management anchors itself with a reference point of the past to become better at what was and currently is, while a transformation has a reference point of the future starting from today.  This differentiation is crucial when undergoing any kind of alteration because each requires similar as well as different components for success. “Different isn’t always better, but better is always different”.

Which is Cooler?

In my experience as a Change Management/Transformational professional, I see a common theme that occurs with failed change management projects, what I call ‘the coolness factor’.  Candidly speaking, change processes are difficult and require resources since the basic premise is counter to what we want to do as humans, change.  Those that seek to engage in projects that inherently have change, require funding and often present these projects as ‘transformational’ projects.  
Why?  Because management would rather fund a transformational project than a change management project.  A transformational project suggests that ‘we are getting something new’ while a change project suggests that we are spending more money to fix something, not very appealing.  Though these premises maybe true, the inverse can be also true.
The fact remains that things do change over time and need to be updated.  Look at the computer chip.  It’s fair to say that over the last 20 years, the computer chip continues to gain speed.  What a computer does may still be valid and needed, however, if we can get it to go faster, that is also a good thing.   Therefore, updating your computer system to faster ones is a valid and worthwhile endeavor.  There is no mistake that needs to be fixed, just engaging in smart decision-making. Meanwhile, a transformation may not require something new.
Sometime ago, there was an aspiring engineer looking to make the world a better place.  Specifically, he was concerned with the mortality rate of infants in a poverty-stricken village in Africa.  Through his analysis, he concluded that the reason that infants were dying was a lack of incubation machines to help them early in their life.  To that end, he created a state-of-the-art incubation machine that could run in the village.  He delivered five of those machines and saw the mortality rate of infants plummet in the first six months.  However, after a year, he saw a disturbing new trend, the mortality rates were climbing up back to their original levels.  
Arriving back at the village, he saw the all five machines were sitting in the corner, broken.  He was dismayed, coming to the understanding that the villagers did not have the skills to fix these highly complex machines.  He began to walk back to where he was staying.  During his walk, he notice that the villagers were driving cars and trucks that were fifty years old or more.  He then came to an idea; build an incubator from truck parts.  The villagers knew how to fix trucks; they certainly can learn how to fix incubators made from truck parts.  A transformation occurred.

Components for Success

Each, change processes and transformations, requires an understanding of the ‘As Is’, as well as a sense of urgency and a set of metrics for success.  It’s important to understand where you are staring from, whether you are looking to change something or endeavor in a transformation.  Status quo is what brought you to the realization that something needed to be done.  Second, you will be having an effect on others and therefore understanding the sense of urgency, either good or bad, is needed.  You will be communicating this urgency to others and having clarity is essential.  As humans, we avoid change instinctively unless required (remember the ‘fight or flight’ paradigm).  Lastly, having a good set of metrics, for baseline purposes as well as to show progress is essential as you engage in either a change process or a transformation.
Change Management.  Change Management needs an accurate assessment of the past.  The original requirements are still the same, but we seek a greater level of efficiency.  I think of ‘ER’ words like ‘cheapER’, ‘fastER’, or ‘simplER’. Any item that seeks to achieve these is a good candidate for a change process.  For example, a project that streamlines the payroll process because the company has consolidated business entities is a good example of a change project.
Transformation.  A transformational project needs a clear line of sight to the future, an operational vision statement that is clear when attained.  A historical view is often interesting, however can be harmful as well as people tend to stick to what they know, stifling any innovation that can come about and needed for a transformation. Transformations seek to gain greater levels of effectiveness and quality, ‘birthing’ something new. A simple, yet powerful example is when we transitioned from horses to mechanical means of transportation.  We still sought to travel faster; however, we looked to something different as opposed to creating a faster and cheaper horse. 
Both change management and transformational processes are needed to achieve greater gains.  Each brings a unique and critical perspective to your projects; however, they need to be utilized appropriately such that they produce the requisite outcomes.  
Looking at your on-going projects, are you changing or transforming? Let me know via Twitter @DrTomTonkin —  #ChangeManagement or #Transformation.

WHY DOES IT APPEAR THAT BAD TRAINING WORKS?

Does this sound like you? You are a manager. You’re looking for new and innovative ways to build your organization to perform at higher standards. You just came off an average, mediocre or even less than stellar year and the associated pressure to perform in the next fiscal year falls on your shoulders. You are motivated to find a new and compelling approach to ignite your organization to greater heights. You’re looking for the edge, something new, a structured approach to predict and achieve greater performance.

The good news in this scenario is that many structured training programs will yield a positive return. As a matter fact, ANY structured training program will yield a short-term positive return. You see, at any given time, all training programs provide similar results. Arguably, the associated skills, attitudes, and behaviors that these programs suggest are all similar as well.

Why do I suggest that any of these programs will seem to succeed? Below are two main points that suggest any training program will be beneficial to your organization — at least for the short-term.

Structure in an Unstructured World
There is something to be said for bringing structure into an unstructured situation.  We often see a positive trend towards greater performance when a structured program is installed in an organization. The organization is looking for improvement and, therefore, is soliciting multiple training programs to increase the lift. Presumably it does not have a successful program in place. If it did, it would not be experiencing the unsatisfactory results it currently has.

Once the program gets underway, the organization will usually see early signs of “success.” As the change curve would suggest, any change often brings an associated euphoric feeling. “Something’s being done,” “management cares,” “we will soon be out of this situation.” (see The Hawthorne Effect). There is an aspect of overall common belief that this program will indeed solve problems. This is where organizations see their lift in performance.

However, this approach is rarely sustainable as this euphoric state often dissipates over time since it’s based in artificial solutions to real organizational issues (see The Change Curve). The real fact is that organizations have character, culture, and conviction that are unique only to themselves. Culture is often defined as a shared set of norms, experiences and symbolism that are comprised by a certain set of people over a period of time. If that were the case, then it’s easy to see that every organization has its own unique set of values, beliefs and associated culture. It is only in understanding that and responding in light of it that real sustainable improvement and growth in performance can be achieved. It is rare that on off-the-shelf, one-size-fits-all program will achieve lasting performance improvement, in large part because it cannot account for the unique culture of a particular organization.

Synthetic Insight
Another reason training program seem to work, at least early on, is because misreading and misrepresenting data is all too common. In this age of big data and analytics, many sales programs attempt to link training efforts to performance. Unfortunately, many of the associated algorithms contain a self-fulfilling calculation, which presupposes success. For example, much research suggests that being satisfied with one’s job results in higher levels of performance. This may be the case; however, the reverse is also found to be true: performing well at your job creates greater levels of job satisfaction.

Here is where the age-old issue comes in, “correlation does not imply causation.” Implying that correlation means causation has been a statistical myth that continues until this day, often propagated by those who would like to claim success based upon their efforts. As an example, a consulting company boasted that 42% of their customers were Fortune 500 organizations. Simply leaving that statistic in place, one may draw implication that this particular consulting organization was instrumental in companies achieving a Fortune 500 status. Unfortunately, this particular statistic is obviously false and the only real implication is that only Fortune 500 organizations are profitable enough to hire this specific consulting company. In essence, this consulting company is very expensive. This is the only statistically sound conclusion we can draw, since the F500 company in question was already a F500 organization before engaging with the consulting company. The supposed conclusions violate the first rule of causation that A must come before B.

Training programs often utilize positive correlation statistics to induce others to engage in their efforts. They assert that correlation does imply causation.  Therefore, when performance reports correlate in a positive manner to associated training programs, these particular training programs are then listed as being effective. However, in a true set of analysis, we do see a short-term lift in performance (see my first point), as well as other factors that potentially are not measured, attributing to this gain in performance. Such external forces may also be, but are not limited to, an employee’s positive sentiment based upon managerial care, associated compensation programs.

All of this can be a slippery slope for the L&D professional since they are often called to help increase productivity and one of two things happens.  If productivity does increases, then the accolades goes to the recipients of the learning; however, if productivity does not increase, it is often seen as a failed L&D programs.

So, as you look around at your learning and development programs, do you see some of the same issues?  Stay tuned for my next post where I decipher both of these issues.  Happy Learning!