Monthly Archives: May 2011

We all have them: those days when nothing goes right. To avoid taking the stress home, try doing three things at the end of a bad day:

  1. Clear your mind. Take a few deep breaths. Think about the things that matter to you outside of work. Prepare yourself mentally to walk out the door and leave the
    day behind.
  2. Do something easy. Send off a report, reconcile a balance sheet, or reply to a few straightforward e-mails. Get some things off your to-do list to restore a sense
    of control.
  3. Get up and leave. Once you’ve completed the task, don’t check your email once more or stop by someone’s desk. Just leave.

Importance of an Employee Handbook

An employee handbook or employee manual is a booklet that contains information on an organization’s policies and procedures. It is an excellent resource that presents all the information which employees need to know about their work and workplace. Thus, it facilitates the smooth functioning of a workplace.

There are several reasons why an employee handbook should be in use. Some of them are as follows:

  • Employee manuals bring in uniformity across the organization. They set guidelines for everyone to follow and categorically state the consequences of violating these rules. Employee manuals inform employees of statutory laws regarding workplace behavior with colleagues and the management. Thus, they help prevent workplace conflicts and legal disputes.
  • With a well-planned and written handbook, you can save your managers’ time. They need not explain the same policies every time a new employee joins or answer the same questions over and again.
  • Employee manuals publish information on an organization’s policies about holidays, leave, work hours, overtime work and pay procedure, dress code, performance reviews, salary or pay revisions and recreational breaks. They present information on orientation and training policies and termination or relieving procedures. This helps employees know a lot about the kind of treatment they can expect in the organization, thus, building their confidence.
  • Employee handbooks help communicate to the employees about the Company’s expectations of them. You can convey performance parameters and benefits that employees receive on reaching those parameters. Policies about promotion or demotion should be included. This will help them gain clarity on their job responsibilities and reduce the start-up time.
  • Employee handbooks present the organization’s policies on using the Company’s as well as personal gadgets and other equipment within its premises. Some organizations have restrictions on the use of information and communication devices, most importantly, mobile phones. Handbooks should include the terms and conditions for the use of these devices and the sites the employees are not expected to visit etc.
  • Employee handbooks publish the Company’s policies on employee safety measures and procedures to handle occupational accidents or hazards.

Precautions to be taken while preparing employee handbooks

Employee handbooks should be written in simple and precise language. Avoid flowery language. Besides, there should not be much legal jargon or it will confuse the employees.

Since employee handbooks are an effective means to protect an organization from potential lawsuits, they should be kept updated. This is because laws change. Accordingly, you need to modify your policies and publish them in your handbook.

You need to plan in advance how you are going to deal with issues that are not included in the handbook. Sometimes, certain incidents or complications arise which were not thought of while preparing handbook. In such circumstances, you should not find yourself baffled. For that, you need to specify that the policies and procedures are subject to change from time to time.

Thus, appropriate care should be taken to see that the handbook presents your organization in a positive light.

Do share your thoughts on the same.

I’m sure you have met at least one person in your life that is successful, motivated and self-empowered. This is someone that always seems to land on their feet, turns everything into gold and every success seems to come their way faster and thicker.

I’m also sure you have stopped to think about why these chronically successful people are so energetic, driven and successful with no apparent struggle while you seem to have such inertia impeding your progress.

Many believe that this is some unfair throw of the dice; that they just weren’t meant to become successful. Or perhaps it’s that the ultra successful people had some advantage or social lever that you didn’t. Occasionally this is true, occasionally success is inherited or stumbled into. However, more times than not, it’s created.

Success, first of all, is not a set of achievements or a combination of external factors; it is a mindset. Success is an attitude that comes from a framework of powerful beliefs and empowering thoughts. There have been many books written about this, probably some of which you have read. In the ones I have read, there always seemed to be a certain partiality – an incomplete picture – perhaps biased towards financial success or some other area but not another.

In the following list of beliefs and empowering thoughts, I would like to present a rounder view of success. One that I hope will give you a wider angle towards the meaning of success ranging from the material to the spiritual.

1. I am in charge of my life

The belief that you and only you are responsible of what you make of a given situation. Life does not happen to you but is a result of how you respond to opportunities and challenges.

2. I can make tomorrow better

The belief that you can change your future by your actions today. Some people are stuck in a fatalist (and dis-empowering) mindset where they believe they have little control on their life.

3. There is a lot of opportunity out there

Successful people have their mind set on abundance and opportunity and not scarcity and lack. Trust me this makes a world of a difference. Believe that life, energy, positivity, love, opportunities, success, happiness are abundant…because they are!

4. I don’t need the approval of others to succeed

If you are always looking for others’ approval and consent you will not go very far off and you will certainly not be self-empowered. Successful people follow their heart even when others are skeptical or do not consent.

5. My intentions have effect on my reality

This is not to believe in magic where you can wish things into being…well almost. Most people are blind to this but successful people know, consciously or otherwise, that a focused and strong intention is indeed a powerful thing that will make a lot of things happen and certainly get you to your destination faster.

6. People are catalysts not barriers to success

If approached in the right way and you network with the right people, you will leverage your efforts by a thousand fold. You will get things done faster by getting help from others.

7. Positive thoughts are powerful and empowering

Successful people know very well that choosing to start a day with a positive rather than a negative outlook means having successful day as opposed to a frustrating one. It’s definitely in the attitude.

8. I am not separate from the rest

This is a deep insight which only the truly successful and wise ones keep at heart. Commonly people believe that they are separate and cut off from the rest because they are individuals. True knowledge will tell you that everything is interconnected and success comes from acknowledging that you are not separate but one with the forces of life and the universe.

9. How can I use this situation?

When life throws a bad streak at you or you your plans go down the gutter, ask yourself “How can I use this?”. My life changed as I started doing this. You can always turn a situation around even by just observing, learning and sharpening your attitude.

10. Hard work & perseverance are rewarded

This is a rule of thumb even if perhaps reward doesn’t always come immediately but is paid off in the long run.

11. My past can be reviewed and rewritten

Some people are locked in their past or think that their past circumstances determine their future. Successful people are skillful in the art of interpreting their past and reframinmg it according to their optimal advantage.

12. There are forces and energies which can help me if I’m conscious

You might be thinking magic? Fairies? Not exactly. We cannot perceive certain subtle energies but some successful people believe in positive and negative energy flows from things and people just like ancient Chinese traditions believed in the flow of the Chi (Qi) or life energy. You can make yourself aware of this but it takes practice.

13. Failure is good

As in point 9, empowered people can turn a failure into success by learning from it and moving on.

14. Don’t take it personally

Get out of the trap of taking life circumstances personally or you will end up enslaved emotionally. When you get rejections, criticisms, cold shoulders, etc., put in within an impersonal bracket. They are not rejecting me, but an idea of me they have in their mind.
15. Bad patches are temporary

We all pass through bad patches. It’s the cycle of life. But we all get out of them unless we chose not to. Think outside of the moment.

16. What I learn can be improved and refined

Self-empowered people have a very dynamic view on life. There is always space for change and improvement especially on skills and lessons learnt.

17. I am constantly developing and expanding new capabilities

Just like the previous point, empowerment comes from a non-static outlook where life-affirming mind states are believed to expand not contract.

18. Things are impermanent, don’t attach yourself to things

This is a Buddhist concept which the real successful have learnt through experience. You might think that successful people are materialistic. I think the really successful are people who have a richer view on life and know how to ride life’s waves without getting emotionally attached.

19. Forget, forgive, rejoice

Don’t get stuck in resentment and grudges. Travel light without dragging an emotional baggage full of past disappointments.

20. I already have all I need

Self-explanatory. The path to success is through self-discovery and not world conquest as some would believe. People who have made it knew how to uncover their skills and true potential instead of obsessing with possessing.

Author: Ali Azhar in Connects HR

បុរសម្នាក់សួរមិត្តរបស់ខ្លួនដែលជាប្រធានអង្គភាពមួយ ៖

-នែ បង! ឮថាបងឯងលើកកូនក្រមុំរៀបការឱ្យអាប្រធានគណនេយ្យនៅអង្គភាពបងឯង មែនទេ?


-ម៉េចបែបនេះទៅកើត? ក្រែងបងឯងធ្លាប់និយាយថា អាម្នាក់ហ្នឹងកឹបកេងប្រាក់តែញយ ហើយបងឯងស្អប់វាបំផុតនោះអី?

-ដោយហេតុវាឧស្សាហ៍កឹបកែងប្រាក់អង្គភាព ទើបខ្ញុំលើកកូនឱ្យវា ព្រោះប្រាក់ទាំងនោះ ពេលកឹបកេងបាន វាមុខជាប្រគល់ឱ្យកូនស្រីខ្ញុំទាំងអស់ប្រគល់ឱ្យកូនស្រីខ្ញុំ ដូចប្រគល់ឱ្យខ្ញុំ វិញដែរតើ ។

ប្តីអង្គុយលើកៅអីមើលការប្រកួតបាល់ទាត់ក្នុងទូរទស្សន៍យ៉ាងជក់ចិត្ត ។ ប្រពន្ធដាក់ជណ្តើរ ឡើងជូតពិតានក្បែរនោះ ស្រែកប្រាប់ប្តី ៖

-បងសម្លាញ់ ប្រសិនបើខ្ញុំភ្លាត់ជើងធ្លាក់ចុះក្រោម បងកុំភ្លេចឆ្លៀតពេលការប្រកួតសម្រាក ១៥នាទី បន្ទាប់ពីតង់ទីមួយនេះ ហៅឡានសាមុយមកដឹកខ្ញុំទៅសង្គ្រោះបន្ទាន់នៅមន្ទីរពេទ្យ ផងណា៎ ។

អ្នកជំងឺត្អូញត្អែរពីជំងឺរបស់ខ្លួនប្រាប់វេជ្ជបណ្ឌិត ៖

-ភ្នែកខ្ញុំធ្វើទុក្ខខ្លាំងណាស់ មើលរបស់ឆ្ងាយមិនឃើញទេ ។

-បើអ៊ីចឹងលោកសំឡឹងតាមដៃខ្ញុំចង្អុល ហើយឆ្លើយមកមើល ស្អីមូលៗនៅលើមេឃ?


-អាចមើលឃើញព្រះអាទិត្យប៉ុណ្ណឹងហើយ លោកចង់សំឡឹងឆ្ងាយដល់ណាទៀត?

បុរសម្នាក់ទើបតែបានក្រុមហ៊ុនធំមួយទទួលឱ្យចូលធ្វើការក្នុងនាម ជំនួយការប្រធាន ការិយាល័យគណនេយ្យ ។ ថ្ងៃធ្វើការដំបូង បុរសនោះទូរស័ព្ទទៅផ្នែកចុងភៅ តែច្រឡំលេខ បែរជាចូលទូរស័ព្ទលោកអគ្គនាយកក្រុមហ៊ុនទៅវិញ ៖

-រំបល់យក៍ ហៅយូរណាស់ហើយ ទើបតែលើកទូរស័ព្ទ ។ ឆុងកាហ្វេឱ្យខ្ញុំមួយកែវមក៍ លឿនឡើង!

-ច្រឡំលេខហើយ! លោកដឹងខ្លួនកំពុងនិយាយជាមួយអ្នកណាទេ?


-អគ្គនាយកក្រុមហ៊ុន! បុរសនោះស្លាំងមុខ តែប្រញាប់នឹកឃើញសួរវិញ ៖



-ល្អណាស់ ដែលលោកមិនដឹង! ថាហើយ គេប្រញាប់បិទទូរស័ព្ទភ្លាម ។

When you have an idea, proposal, or recommendation that you believe in, it’s easy to presume that getting it approved will be a breeze. If you see how great the idea is, won’t everyone else? However, whether an audience accepts an idea is often less about the idea itself than about how you present it. When you need approval, don’t assume that just because it’s brilliant, others will see it that way — convince them.

What the Experts Say
When it comes to getting approval, style can be as important as substance. “Words matter,” says John P. Kotter, Chief Innovation Officer at Kotter International, and a professor emeritus at Harvard Business School, whose latest book is Buy-in: Saving Your Good Idea from Getting Shot Down. And many times, all you get is one chance in front of your boss, the Executive Committee, or whatever group will decide your idea’s fate. “Initial impressions are very strong and they can be hard to counteract,” says Michael I. Norton, an Associate Professor of Business Administration at the Harvard Business School. It’s not about shoving the idea and its numerous merits down your audience’s throat. Think about how you can carefully usher your idea through the approval process. “The bigger the stakes, the more it’s worth taking the time to get it right,” says Kotter. Here are five ways you can give your proposal a fighting chance.

Form alliances early
Before you present an idea or request resources or approval, it’s a good idea to test it with those responsible for giving the green light. “Sometimes it doesn’t hurt to talk around a little and see what lights people’s eyes up and what makes them cloud over,” says Kotter. This can also surface questions or comments early in the process. Once you’ve tested the waters, you can set up more formal meetings with key stakeholders to ask for their support. These meetings serve three purposes:

  • They build the necessary buy-in for your idea.
  • They demonstrate to your stakeholders that you’re interested in their opinions.
  • They help you improve and expand on your idea — it’s possible that these stakeholders will see something in your idea that you didn’t.

The more you understand your audience’s feelings about your proposal, the better you can prepare to get it approved.

Prepare, prepare, prepare
How you respond to questions and concerns will play a large role in your success or failure. “Primarily, when you watch someone stumble through an answer, you make an inference that they don’t know what they’re talking about,” says Norton. Display confidence so people trust that your recommendation is a good one. Before you go into your presentation, think through what possible concerns your audience may have. In Buy-In, Kotter and co-author Lorne Whitehead lay out the four basic strategies people most often use to shoot down an idea:

  • Putting off the decision so it’s essentially delayed to death
  • Creating confusion by barraging you with questions or unnecessary detail
  • Stirring up irrational anxieties or fears
  • Attacking you personally

Rather than avoiding these attacks, Kotter and Whitehead suggest “letting the lions in” to critique your idea. Don’t marginalize the people who will pull apart your idea. Instead, develop concise, honest responses to each of the tactics they may use. By doing this in advance, you build your self-confidence and can avoid getting anxious or mad when people challenge your idea.

Position it for your audience
“You absolutely want to tailor the specifics of your presentation to your audience,” says Norton. How does your idea benefit them? They may stand to gain prestige, cost savings, or an opportunity to build their legacy around your idea. Shape your presentation so that it speaks directly to those benefits and the ways that your audience will reap them. By doing this, Kotter says, you create a positive mindset around accepting your idea or proposal.

Keep it simple
“The curse of a presentation is that you know much more than your audience about the topic,” says Norton. Focus on one or two main points and avoid getting hung up on trying to prove how much you know. Be judicious in how much data and analysis you present. Overly detailed presentations can distract your audience, making them feel stupid for not following along. Also, they can cause you to simply run out of time. Even if your audience asks for more detail, be sparing. Here, Kotter points out that one of the tactics that people use to kill an idea is to present distracting information or request so many specifics that others get confused.

Answer questions with confidence
When you present a new idea, “People will have all sorts of reactions and will want to discuss those reactions,” says Norton. Many presenters get distracted by trying to discern the intention behind questions or comments. Is he trying to throw me off? Does he hate the idea? Does she not trust my judgment? Don’t bother with trying to uncover motivations. Focus on answering the question as simply and straightforwardly as possible. No matter how aggressive, demeaning, or seemingly silly the question may seem, “You want to come off as a statesman,” says Kotter. “Treat him like a reasonable person with a reasonable question.”

If you get a question that is off-topic or potentially derailing, you can answer the question you wished the person asked instead. In a recent whitepaper “The Artful Dodger: Answering the Wrong Question the Right Way,” Norton and his co-author Todd Rogers found that people who “artfully dodge” questions are trusted more than those who respond directly to questions in a less elegant way. “If we know someone is dodging the question, we don’t like it. But we very, very often don’t notice it,” says Norton. You can give an answer that is vaguely related to the question but that confidently returns your audience back to your main point.

Principles to Remember


  • Meet with important stakeholders in advance of needing their formal approval
  • Position your idea in terms of the benefits your audience stands to gain
  • Answer questions concisely and confidently


  • Assume that your audience will believe it’s a good idea just because you do
  • Overwhelm your audience with detailed analysis or specifics
  • Get defensive or angry when people challenge your idea

Case Study #1: Build and leverage alliances
Amy Vezzetti was working for a global pharmaceutical company when she took on the role of senior manager of HR for the Asia Region. Each of the countries in the region had their own HR team, but before she and her boss re-located to Hong Kong, there had been little coordination between them. In the first few months of her new role, Amy saw an opportunity to implement a regional approach to 360-degree reviews based on a homegrown solution from Australia. It was affordable, especially in comparison with the off-the-shelf products that some countries were using, and using one system would give global HR access to regional data about performance and evaluation. Amy quickly convinced her boss that it was worth pursuing.

Her next step was to get approval from the individual countries. “We needed to know that all the HR teams were on board,” she said. She met with them individually to present the case. Before the meetings, “we thought through: what is the likely resistance and how can we show them the benefits to their organization, their employees and to the company,” said Amy. They then held a region-wide meeting where they presented the formal business case to the country HR managers. “We got sign off because we had already done the alliance building,” she said. But getting their buy-in was only half the battle. They still needed the go-ahead from leadership to fund the project, which required approval from the regional president and all of the individual country managers. She started by casually bringing it up with the regional president. “He wasn’t against it but I didn’t think ‘Great, this is going to be easy,'” said Amy.

Amy and her team enlisted the help of the HR directors in each country and asked them to meet with their country managers to review the business case. These meetings helped to get the country managers on board, but also generated useful feedback that they used to adjust the product. They then took the proposal to the regional president and positioned it as a cost-efficient opportunity to support his goals. For example, one of his strategies was to develop the capacity to move talent across the region, and Amy and her team explained how having consistent data would enable that. After hearing the case, he was very supportive and agreed to fund it. The new system was rolled out region wide the following year.
Case Study #2: “Consistent persistence”
In 2007, Matt Rady, the Head of Banking and Financial Service in North America for Macquarie, a global provider of banking, financial, advisory, investment, and funds management services, had a breakthrough idea. At the time he was the head of Macquarie Global Investments and responsible for sourcing and developing new products. He and his team had come up with the idea of expanding their footprint into agriculture. They knew there was strong global demand for food, and a growing rate of protein consumption in Asia. But Macquarie had played in relatively traditional markets and he knew he would have a tough time convincing leadership there was money to be made from buying farms and fattening cattle. Still, he felt the proposition had promise and set about proving its worth.

Matt started off by presenting the proposition to his boss. “He was highly skeptical but we didn’t get a blatant ‘no’,” Matt said. Without his boss’s wholehearted approval, Matt knew he would need a champion within the organization to help them push the idea through. They decided to go to his boss’s boss because they believed their proposition was in line with the culture he was trying to build. He had recently told his organization that they should be pursuing BHAGs (big, hairy, audacious goals) and Matt felt the proposition qualified. “We didn’t want to circumvent line management or go behind my boss’s back, so we said, ‘Give us an opportunity to pitch the idea to both of you,” said Matt. This pitch was not to get full approval; rather they needed resources to prove out the concept. They got them.

“We knew there would be other skeptics,” Matt said, so they began to gather allies trusted in the organization. In particular, they brought in two retired executives who believed in their idea and who could lend credibility to the proposition. Prior to going to the bank’s executive committee to ask for final approval, they thought through the concerns the committee might have: Would they question whether there would be enough investor demand? Or would they doubt that the company had the right internal capacity? They tailored the pitch based on the issues they thought the committee would find most worrisome. “It’s about being prepared for the unexpected questions,” said Matt.

Matt and his team succeeded: the executive committee approved the proposition and the product was launched in 2008. The whole process took 18 months. Matt says that they never got to the point that they thought they should throw in the towel but “we did see that it would be a long road to glory.” He described their approach as “consistent persistence.” The fund is the second largest producer of cattle in Australia, has raised over $750 million globally, and has subsequently spawned other initiatives at Macquarie.

Source: Harvard Business Review

រៀបម្ហូបបណ្តើរ ប្រពន្ធត្អូញត្អែរបណ្តើរ ៖

-តាំងពីសាំងឡើងថ្លៃពេលណាមក ទំនិញផ្សេងៗឡើងថ្លៃដូចព្យុះតាមគ្នាទាំងអស់, មិនទាន់ឃើញមានអ្វីថយចុះនៅឡើយទេ ។ បើម៉្លឹងៗគ្រួសារដែលពឹងលើប្រាក់ខែតែមួយ មុខធ្វើម៉េចរស់កើតទៅ ? គិតបន្តិចប្តីឆ្លើយវិញ ៖

-មានប្រភេទខ្លះថយដែរតើ មិនមែនឡើងតាមសាំងទាំងអស់ទេ ។

-បងថាម៉េចហ្នឹង ?

-នេះ, នៅនឹងមុខនេះហើយ (ប្តីនិយាយដោយចង្អុលម្ហូបលើតុ) ពីមុនពេលបាយម្តងៗ ផ្ទះ យើងមានម្ហូប៣មុខ តែកន្លះខែកន្លងមកនេះថយចុះនៅតែ២មុខប៉ុណ្ណោះ ។ បានសេចក្តីថា ទន្ទឹមនឹងស្អីៗនាំគ្នាឡើងគគ្រឹកគគ្រេងនោះ ក៏មានប្រភេទខ្លះថយចុះដែរ ។