What Do I do? Still have A Work Or Not

Even some HR departments find the details of employee retirement planning a haze: let's not talk about the employees themselves! And the problem is not limited to employees at the lower end of the pay scale. Even PhDs may not understand the difference between a defined-benefit and a defined-contribution plan. Many employees erroneously believe investing in their own company stock to be safer than investing in a diversified stock fund.

The average investor is often overly optimistic, expecting a 16% return in annual gains from the stock market, a level that is way above the average of about 10.5 percent a year. The lack of knowledge about risk and return is worrying. Furthermore, although the key to surviving stock market ups and downs is having a diversified portfolio, it has been shown in the United States that the average person there is invested in only 3.3 funds out of a possible 8,282 mutual funds (Vanguard Group study). If you're ready to start, take on the task of demystifying the retirement system by speaking with your HR manager about your corporate retirement plans. Find out what happens to your contribution in planning different scenarios - stock market crash, discharge from the company, leaving the company, etc. Is there a vesting period for company stock options? How much of company stock are employees' pension plan/fund required to hold? Should there be enough interest in this topic, request that the HR department make a presentation on the topic, or suggest they invite an external financial advisor to talk about the issue to all employees.

Essentially, employers do have the burden of ensuring substantial efforts have been made to clarify how they support your corporate retirement/pension funds or how the company stock option plan works. On your own part, you should try to educate yourself on diversity and asset allocation. You can speak to financial advisors from your local bank on unit trusts, mutual funds or check out their corporate web page for information. Look for website resources on how to plan for your financial future. Speak to people with experience in managing their retirement funds.

When Said Card

The past months have been one of earth-shaking events, and I mean that in an entirely literal sense: the tragedy of 11 Sept, the war in Afghanistan, Iraq and of course, the crisis in corporate confidence that began with Enron.

Enron’s effects reverberated throughout the world. It forced us to face up to the reality of a selfish society that looked out for number one. It also forced us to realise that our actions have consequences on a larger entity. With reference to corporate confidence, it forced us to question the idea of employer accountability and responsibility, and how it affects our future.

WorldCom, Arthur Andersen, et al, have come to represent a new type of villainy - one where corporate executives cashed out and loyal employees lost both their jobs and retirement savings. We live in corrupt times, a time where the line between opportunity and crime have become so blurred that a league of management have closed both eyes in pursuit of greed. Business schools taught its students about creating wealth for its stakeholders - including its employees. With more and more companies being investigated for accounting fraud, one begins to ask who the actual stakeholders are, and what are the consequences. For every man and woman who believed in the espoused corporate value that "company employees are the most valued of assets and resources," there is a sinking feeling that we may instead be betrayed.

When Should You Resign?

Never resign spontaneously or because you have had a difference of opinion in the office or a disagreement. Resigning is a tough decision and should always be well thought through and planned, so that you don't find yourself in a difficult position.

Jenny Tan worked as a buyer for a design company. Artists would send her their work and she would decide whether to buy them or not to be printed on gift cards. Her taste was different from her bosses and often she would be criticised in front of other colleagues about the art she bought. Although she could accept that their tastes differed, she tried to buy in the interests of the company and work that she thought the general public would like. After working there for two years, again her boss degraded her buying ability. Jenny simply picked up her bag and never returned. 'I am shy by nature and this was not the right thing to do, but I could not take his criticism anymore and felt like crying. I got so wound up that I could not return. My boss was a very influential man and called up his contacts and told them not to employ me. It got so bad that when I applied for new jobs even the receptionist would be a little funny to me on the phone!' Although Jenny was not in the wrong, she did not have as much influence as her boss and he made her hunt for a new job. Eventually Jenny found a new position in a rival company, but she regrets not resigning in a more professional manner with something confirmed to go to. 'It was a waste of my time and energy, if only I had not acted hastily it would've saved me a lot of stress.'

Resigning does not have to be a negative experience for both you and your employer. If you play your cards right you can leave with a good taste in your mouth and perhaps the offer that you can have your job back at any time. You should always resign for a positive reason: perhaps you have been offered a career advancement in another company, perhaps you are starting your own business, and perhaps you are starting a family. If you are moving to a different company ensure everything is signed and sealed before you leave such as contacts and the package you require. Don't leave until everything is secured and you are 100% sure that your next move will be smooth.

Thomas Hyde decided to look for another job while he was still working for his current employee, an international music company. He had several interviews and was offered a job with a similar company but for a larger package. He thought that everything had been arranged and had even been given the date to start working at the new company. He decided to resign from his current employee and was confident in the decision he had made. However, he had not signed a contract with the new employee and after resigning received a call from them telling him that the position was not available. They were sorry but they could not employ him. Tom was dismayed and felt terribly foolish. His current employer had been swift to employ someone new and he was left without a job. 'It was so humiliating, here I was without a job after working all my life, if only I had signed a contract, I acted far too hastily,' Tom added. Tom learnt from the experience and eventually secured a job with yet another company, but at a loss to his salary!

Beckham & Pepsi

As England captain David Beckham was doing his best to defend himself against accusations that soccer had become an afterthought in his diary behind celebrity interviews and sponsorship photo shoots, several of his interrogators were sipping from Pepsi cans emblazoned with an image of him dressed as a gladiator.
Such is the confusion that arises when you try to distinguish between Beckham the brand and Beckham the man that even he finds it difficult to explain or differentiate.
On the one hand, he seems to crave a life away from the paparazzi lens but on the other, he has consented to so many endorsements you can no more escape his image during a cosy chat in a Lisbon suburb with the man himself than you can at a London underground station.
Even so, it was difficult to withhold all sympathy as he described a lifestyle that, he said, prevents him driving his two sons in the park without a fleet of photographers for company.
What Beckham does not seem to comprehend is that most England supporters could not care a jot about his celebrity lifestyle or his alleged affairs. They care only about the toll those problems have taken on his soccer career, leaving him not only visibly drained on the pitch but a shadow of the inspirational captain he once was.
Throughout Euro 2004, he denied any fitness problem and, perversely, his obvious inability to shuffle up and down the right wing led some observers to conclude he was deliberately restraining his attacking instincts for the good of the team when the truth was that he was simply worn out.
He admitted: "We don't do as much conditioning work in Madrid as we did at (Manchester) United. I didn't feel as fit in the second half of games as I did the season before and maybe that spilt over into this tournament."
He is aware that knives are being sharpened, but nooses were being tightened around his effigy after he was sent off against Argentina in France 98, another game lost on penalties.
He reasons that as he recovered from that to become a national hero, his recent difficulties should not prevent him reinventing himself again

The Dual-career Syndrome

You roll out of bed as your spouse’s alarm shatters the eardrums. Rubbing your eyes, you shuffle to the kitchen and get breakfast done whilst your spouse takes a wake up shower to prepare for corporate battle. Handing over the Tupperware-ed lunch you fixed, you say: “Bye, dear! Have a good day at work!” And she’s off. Welcome to the world of the Househusband.

More and more, this phenomenon of the “stay-at-home-dad” or the “home-engineer” amongst men has been slowly coming out of the closet in modern times. A recent article in Fortune magazine plastered the image of the dear house-hubby adorned with apron and three daughters. Is this merely a sensationalised story, or is there hope for corporate women out there?

But, before I let all rip, let’s examine the statistics. In a trend that shows no signs of slowing, men now get fewer than 50% of the university degrees offered. Very un-PC, I know, but the fact is, more and more men are disappearing from the floor of the lecture halls. Although males still dominate in more traditional industries, such as engineering, there has been a steady decline in the participation of males in higher education. This is juxtaposed by the incredible growth of educated women as equal opportunity policies became de rigeur. And the hits keep on coming. Companies have more women on their payroll than ever, and women managers and senior executives are becoming commonplace these days. A recent study in Harvard even stated that at least 30% of working wives earn more than their husbands.

“Open your eyes. There is a sea change on the way. I noticed that at the local university, the women outnumber the men in noticeable amounts. My wife noted recently while visiting a relative in the hospital, that most of the young doctors were female. As a male, I'm sure that the future is female, and women will be in charge in every field by the next twenty years,“ reaffirms Jenny, a 40 year-old househusband.

As such, corporate policies and practices have been adjusted accordingly (think flexi-time, maternity leave and day-care), but perhaps the bigger issue would be the effect on the traditional family structure we all know and sometimes debate.

In the 50’s, a working woman was nearly unheard of. The man was still bringing home the bacon and women were mastering the art of making the home and nurturing the children. Then came liberalisation and feminism movements that helped women claw their way into the battle bunkers of the corporate world. Dual-income careers are what the majority of households possess today, and with that, the additional stress of making a home and family life work without the parents’ involvement. Sure, we still make it work, but with a lot of difficulty and challenge. And the ones who hurt the most are often the children. So what’s the latest remedy society has offered up to deal with this predicament?

Management leading a team in chaotic times

1. Act not too hastily

Moments after the attack, the world expected the President to unleash a wave of military fury on the Taliban and Osama's network quickly in the game. Yet, the government took the time to deliberate on their next move -- gathering information on the situation and plotting a plan for action. This tactic gained international respect. As a corporate leader, if your employees deem your strategy rash, its implementation will be jeapoardised by lack of conviction from within the ranks. Ensure that even when hasty measures are required, proper investigation into the matter is made known to your employees.

2. Time to make your leadership known

As a Prime Minister whose initial credibility was precarious to say the least, Dato' Seri Abdullah Ahmad Badawi emerged a real leader amongst the nation as he stepped up to the mantle and took responsibility for Malaysia's turnaround. It is key that as management, you make it known to your "troops" that you stand with them and lead them forward through uncertainty. Personally meet with them and share progress of the company regularly. Seeing your face and having your presence on the ground tells them that you stand with them in difficult times ahead. If they know you are committed, they will be too.

3. Communicate, communicate, communicate

Throughout the weeks following the attacks, the government consistently and frequently provided the public with need-to-know information on the situation at hand, and how the investigations were proceeding. The President's speech to Congress and the nation produced a tremendous support for his actions and motivated a positive change in the nation's attitude from fear to courage. Further, he met with the public affected by the event, listening to their personal trials -- getting an on-ground feel for the public's sentiment on the situation. In times of turmoil, mutual knowledge-sharing is key in ensuring the accurate and valuable information is provided both to and from the people involved so that the big picture of what needs to be done is developed holistically.

4. Rally them around a common mission

In the case of the Malaysia, Prime Minister Abdullah Badawi did not find it hard to rally the public and government factions around a singular cause - to regain their freedom to live without fear. The effect was astounding - political and social differences forgotten, forging a unity towards a mission across the nation and around the world. Similarly, especially in turbulent times, it is essential that employees realise why they might be facing pay cuts, why colleagues are being laid off or why they are burdened by longer working hours. When the scenario is mapped out clearly and a common goal identified - employees will understand their place in the scheme of things and why measures have to be taken.

5. Realise the power of networks

A global coalition of nations was developed with deft political manoeuvrings. What this created was a network of partners who built up a cooperation of abilities, resources and support. For a company facing a hazy future, this can come in the form of relationships with suppliers, vendors, business contacts, your unions and even former employees. In times of economic strife, parties are always looking for the ability to leverage networking advantages. This mentality should be inculcated into the minds of staff in seeking out opportunities towards a clear corporate goal.

6. Give them a share in accountability for success

The worst feeling to have is one of helplessness, especially when faced with an uncertain and fearful future. President Bush placed the responsibility for the nation back into the hands of its people -- to revive the economy, continue with life and support the government's actions. And it seems that they are doing that slowly but surely. A company without the support of its employees will never succeed in any initiative. The knowledge of possible layoffs can be an incredible demotivator - a dangerous thing for a company relying on its resources for survival. Rather than treating them as drones at a desk and trusting that they will get on with work as usual, show them how their actions contribute and give them a real stake in the company's revival.

7. Don't leave them hanging

A pillar of the Malaysia's economy, the airline industry plummeted to despairing depths of unemployment and activity. The government realised that they had to step in to float the industry or face further social and economical uncertainty. Management's assistance come in various different forms - acknowledgement of efforts, emotional support or technical knowledge. If you rely on your teams to bring the company back from the brink, you cannot leave them hanging as they do so. More than ever, this is where your role becomes an essential tool of support for success.