Inside Keep Up The Morale 2 David Aikins Clean Energy - Up and Running 3 A Ramachandran Million Dollar Executives 4 An EMA Partners Study How to Ruin Social Networks - and Other Relationships 6 Ed Wooller Short-term goals 7 Alberto Miranda EMA Partners is Growing 8 New offices around the world A newsletter published by EMA Partners International Ltd. [1] Issue No. 10 - 2 The Indian economy continues to maintain its upward trajectory despite the dramatic global meltdown. India's growth story, spawned by burgeoning domestic consumption, has led to a new breed of Indian corporations, which are aggressive, ambitious and eyeing the world for opportunities. In the past decade, Indian corporations have actively participated in the Global M&A sweepstakes. We have also seen a new breed of confident global Indian managers and many occupy significantly senior positions in multinational corporations. Factors like the deep history of quality management education, proficiency in English and above all, the ability to operate in a complex, culturally diverse and chaotic environment have contributed to the rise of the global Indian manager. Companies like Hindustan Unilever, Citibank India, and PepsiCo, amongst others, have contributed to the global talent pool. Indians who migrated to the west for higher education today perform senior leadership roles in global corporations. Expatriate Indian managers are seeking opportunities to find their way back to the new India with their cultural affinity and comfort, coupled with their global perspective. On the flip side, a rapidly growing business environment has led to an unprecedented increase in CEO compensation (Turn to Page 4 for excerpts of a study by EMA Partners - The Times of India). Today, there are at least 100 professional CEOs who earn over a million US dollars, excluding stock gains, where some executives have made millions of dollars in the past few years. Given the frenetic leadership hiring activity across the board, according to a recent EMA Partners report, India Inc. witnessed a 66% CEO attrition in the top 100 corporations. Compounding the issue is the shorter shelf life of CXOs and the increasing pressures on performance and accountability which affect longevity. With burgeoning demand, senior executives opt for job switches when the going gets tough! We live in interesting times in India as we continue to witness growth led by domestic consumption even as India gains global prowess in areas like information technology and services. For once, the population, which was our bugbear for long, seems like a competitive advantage! As the government, in participation with the private sector, steps up investments in core sectors including power, infrastructure, roads, airports and urban transportation, we will continue to see robust job creation. With prospects of a vast majority of the population getting up the curve, which in turn will fuel demand for goods and services, we believe the best is yet to come! Meanwhile, EMA Partners continues to expand. In India it now has four offices - in Mumbai, Delhi, Chennai and Bangalore with a team of 25 consultants. We are also pleased to welcome new Partners and Associates in different parts of the world. I hope you enjoy this edition of EMA Quest, which has interesting insights from our colleagues. GL BAL A new breed of confident Indian managers is changing the dynamics of the corporate world, says K Sudarshan MANAGEMENT K Sudarshan Managing Partner - India INDIA!
Transcript
InsideKeep Up The Morale 2David Aikins
Clean Energy - Up and Running 3A Ramachandran
Million Dollar Executives 4An EMA Partners Study
How to Ruin Social Networks - and Other Relationships 6Ed Wooller
Short-term goals 7Alberto Miranda
EMA Partners is Growing 8New offices around the world
A n e w s l e t t e r p u b l i s h e d b y E M A P a r t n e r s I n t e r n a t i o n a l L t d .
[1]
Issue No. 10 - 2
The Indian economy continues to maintainits upward trajectory despite the dramaticglobal meltdown. India's growth story,spawned by burgeoning domesticconsumption, has led to a new breed ofIndian corporations, which are aggressive,ambitious and eyeing the world foropportunities. In the past decade,Indian corporations haveactively participated in theGlobal M&A sweepstakes.
We have also seen a new breed ofconfident global Indian managers and manyoccupy significantly senior positions inmultinational corporations. Factors like thedeep history of quality managementeducation, proficiency in English and aboveall, the ability to operate in a complex,culturally diverse and chaotic environmenthave contributed to the rise of the globalIndian manager. Companies like HindustanUnilever, Citibank India, and PepsiCo,amongst others, have contributed to theglobal talent pool. Indians who migrated tothe west for higher education today performsenior leadership roles in global corporations.Expatriate Indian managers are seekingopportunities to find their way back to thenew India with their cultural affinity andcomfort, coupled with their globalperspective.
On the flip side, a rapidly growing businessenvironment has led to an unprecedentedincrease in CEO compensation (Turn to Page 4for excerpts of a study by EMA Partners - TheTimes of India). Today, there are at least 100professional CEOs who earn over a million USdollars, excluding stock gains, where someexecutives have made millions of dollars in thepast few years. Given the frenetic leadershiphiring activity across the board, according to a
recent EMA Partners report, India Inc.witnessed a 66% CEO attrition in the top 100corporations.
Compounding the issue is the shorter shelf lifeof CXOs and the increasing
pressures onperformance and
accountabi l i tywhich affect
l o n g e v i t y.
With burgeoning demand, senior executivesopt for job switches when the going getstough!
We live in interesting times in India as wecontinue to witness growth led by domesticconsumption even as India gains globalprowess in areas like information technologyand services. For once, the population, whichwas our bugbear for long, seems like acompetitive advantage! As the government, in
participation with the private sector, steps upinvestments in core sectors including power,infrastructure, roads, airports and urbantransportation, we will continue to see robustjob creation. With prospects of a vast majorityof the population getting up the curve, whichin turn will fuel demand for goods and services,we believe the best is yet to come!
Meanwhile, EMA Partners continues toexpand. In India it now has four offices - inMumbai, Delhi, Chennai and Bangalore with ateam of 25 consultants. We are also pleased towelcome new Partners and Associates indifferent parts of the world.
I hope you enjoy this edition of EMA Quest,which has interesting insights from ourcolleagues.
GL BAL A new breed of confident Indian managers is
changing the dynamics of the corporate world, says K Sudarshan
MANAGEMENTK SudarshanManaging Partner -India
INDIA!
[2]
Traditional staff retention approaches areproblematic. They are driven by metrics likeemployee turnover. But the numbers saynothing about why people really leave. In exitinterviews, those leaving frequently resistgiving the true reasons for fear of burningbridges. As a result, by focusing on the endpoints of managing talent (Acquisition andRetention) rather than on the middle ones(Deployment and Development), organisationsignore the things that matter most toemployees. When this happens, companies setthemselves up for inevitable churn, whichbecomes especially hazardous in a tight labourmarket.
It is time to challenge established thinking onthese issues and introduce some interesting,low cost, modern-day options for enhancingthe all important middle ground culture ofdeployment and development. After all, it’swhat the post-baby boomers are crying out for.
Current waves of recession-driven downsizing,employer demands, disenchantment, andmodern communications technologies thatkeep employees plugged into their jobs dayand night have taken their toll. If recent surveysare an indication, more than half the currentworkforce is fed up. Pollster Gallup analysedthat up to 80 percent of British workers lackcommitment to their jobs, with a quarter ofthose being 'actively disengaged'. The situationis apparently worse in France, where only 12per cent of workers are 'engaged' in their work.In Singapore, 17 per cent of the work force isactively disengaged, creating a corrosive forcein organisations.
Disenchanted workers pull down productivity,increase churn, and darken the morale ofpeople around them. The economic cost ishuge: as much as 100 billion euros in France,64 billion US dollars in the UK, 6 billion US
dollars in Singapore and a whopping 350billion US dollars in the United States.
How can managers reduce the losses caused byan exhausted and demoralised workforce?Helping employees to effectively manage
information overload is one important step.Providing them with the tools they need to gettheir job done in the most effective waypossible is another. Redesigning jobs andworking conditions are other importantinterventions, along with ensuring that keypeople are effectively developed and
well-deployed. But, a crucial and oftenoverlooked source of disengagement isworkplace relationships. The number onereason people leave comes down to theirrelationship with their boss. Rather than diveheadlong into technology based solutions to fixissues of work overload and stress,organisations may want to first examine thedeployment and development of the peopletasked with leading others.
So, if people leave managers and notcompanies, what causes this level of irritation?HR experts say that of all the abuses, employeesfind humiliation the most intolerable. The firsttime, the employee may not leave, but athought has been planted. The second time,that thought gets strengthened. The thirdtime, the employee looks for a job. Whenpeople cannot retort openly in anger, they doso by passive aggression. They end up doingonly what they are told to do and no more.They omit to give the boss crucial information.If you feel you are working for a jerk, youbasically want to get that person into trouble -you don't have your heart and soul in the job.
The underlying error is that managers forgetemployees are essentially volunteers. Talentedemployees will leave, dead wood tends to stay.As one CEO said: 'Every afternoon at about 5o'clock, all the assets of this company leave thebuilding and go home. It's my job to ensurethey want to come back the followingmorning.'
A constant retention mindset, such as thisexample, is greatly aided by understanding theanswer to two major questions.
1. Which segments of your current workforcerepresent your Critical Talent?
KEEP UP THE MORALEOrganisations need to carefully rethink their strategies for deploying and developing
talent as an integral part of their business models, says David Aikins
Continued on page 03
The number one reason people leavecomes down to their relationshipwith their boss. Rather than diveheadlong into technology basedsolutions organisations may want toexamine the people tasked withleading others
[3]
This requires an understanding of whichstrategies, skills and capabilities are crucial toyour current and future success. Whatemerging trends such as major retiring of agingworkforce skill set, or lack of qualified engineersentering business, will impact on your ability todeliver value? Within your existing criticalworkforce segment, who possesses the greatestcurrent and future potential?
2. What 'new wave' deployment anddevelopment interventions are best suited toimpact on these individuals?
Younger generations will soon form themajority of the working population.Organisations need to understand the valuesof incoming generations and carefully rethinkstrategies. Because the values and preferencesof Generation Y are in many ways shared by abroader part of our modern workforce,catering to this generation has the potentialto bring about fundamental changes in talentmanagement practices across the board.
What qualities do individuals seek in theirworkplace? A recent survey gave the top three
responses as:1. Interesting, challenging work2. Open, two-way communication3. Opportunities for growth and development
Of course, this begs the question: What aboutmoney? Well it came in at number 8. So theissues are more than just the money, butresearch suggests that money becomes the
most important, when it is inadequate. Thelearning therefore is to focus more effort andenergy on meeting the changed needs of themodern workforce. Generation ‘Y’ers oftenhave different priorities. Because of their deepreliance on technology, they believe they canwork flexibly anytime, anyplace and that theyshould be evaluated on work product - notnecessarily on how, when or where they get itdone. Surprisingly perhaps, they want long
term relationships with employers, but ontheir own terms. This new generation iscoming into the workforce with networkingand multiprocessing skills, and a globalmindset. Experience with interactive medialike instant messaging, text messaging, blogsand multiplayer games has led many youngpeople to develop new skills, assumptions,and expectations about employers. Theseskills will be highly valuable for globallynetworked organisations, helping them tocollaborate across borders, develop innovativepractices and improve efficiency.
In summary, Attraction and Retention areimportant metrics, or outcomes. But talentmanagement and retention strategies mustbe built around things that generate the mostvalue and matter most to employees, the'customers' of this process. The focus mustshift to deployment and development andallow for new wave thinking.
As Alvin Toffler says in his book Future Shock:'The illiterate of the 21st Century will not bethose who cannot read and write, but thosewho cannot learn, unlearn, and relearn.'
STRATEGYDavid Aikins isDirector, EMAPartners, Durban,South Africa
‘It's time to move beyond the dirty coal’,seems to be the war cry globally. Today coalcontributes more than seventy percent ofelectricity and thirty percent of globalwarming. The growing concern for theenvironment has accelerated the need forclean green energy solutions like never beforeand we are already seeing increased impetuson Solar Energy. It is interesting to look atsome numbers. Globally, core clean energyinvestments from private and public sourcestotaled around USD 162 Billion last year.
IN 2009 RENEWABLE SOURCESREPRESENTED25 per cent of global power capacityinstalled at 1,230 GW out of a total 4,800GW from all sources, including coal, gasand nuclear energy.
Renewable Energy accounts for 60 per centof newly installed power capacity in Europe
and more than 50 per cent in the US andglobally should account for 50% of newcapacity installed by 2012.
More than a hundred countries enacted somekind of policy target and promotional policiesfor renewable energy. For instance, in India,the Ministry of Renewable Energy haslaunched the Solar mission policy to promotemini grid SPV power plants and Spain's newenergy law is designed to attract USD 27Billion in investment by improving theenvironment for renewable energy
Despite the thrust from the governmentsglobally in favour of clean energy, this segmentis also fraught with challenges on technology,reliability and efficiency, apart from cost. Forinstance, there are renewable energy experts
who believe that the efficiency of some windfarm developments is not economically viableand relying on financial incentives alone fromthe governments is a risky path to take.
Another challenge that is looming large infront of this sector is the availability of righttalent as in any emerging sector. Currently thetalent available in this segment is fragmentedinto certain pockets in US (Arizona, Californiafor Solar, Texas, Iowa for Wind) and Europe(Spain, Germany, Denmark, Southern Italy).
We see that in emerging markets there is ahuge uptick in demand for talent from theleadership and technology perspective toguide businesses in this area. Largeorganisations are waking up to this challengeand it would be interesting to see theevolution of talent in this nascent industry.
EMA Partners, incidentally, has set up afocused clean energy practice in severalmarkets from where we conduct seamlessglobal searches.
A Ramachandran is Associate Director, EMA Partners India
CLEAN ENERGY -UP AND RUNNINGThe growing concern for the environment has thrown up newchallenges in terms of available talent, says A Ramachandran
An economy growing at 9%, a dearth ofsenior management talent, combined withthe desire of most organisations to attract orretain top talent, has resulted in a significantgrowth in the number of million dollarexecutives in India, a study conducted byEMA Partners, in association with The Timesof India has shown.
The study has revealed that India Inc. hasover 250 executives, including promotersmaking over a million dollars incompensation per annum excluding thevalue of stock plans. What is equallysignificant is that despite a majority of Indiancompanies being owner / entrepreneurdriven and controlled enterprises, thenumbers of professional managers in thisgroup are swelling. Almost 30% of these 250odd executives are professional managers,the others being promoters/entrepreneurs.Clearly India Inc. is getting more aggressivein its compensation strategies.
Another significant change that has emergedis that multinational companies which onceupon a time wrote the compensation scriptin markets like India, are now having to playcatch up to Indian companies with stockplans and other wealth creationopportunities. The exceptions to this trendare sectors like financial services andconsulting; multinationals continue todominate the compensation sweepstakes.
According to the EMA Partners study, 151executives, both promoters andprofessionals across 101 publicly traded
[4]
TOP 10 PROMOTERS
S.No Executive Organisation Compensation Compensation (Cr) $ Million
1 PRR Rajha Madras Cements 57 12.95
2 Anil Ambani ADAG 50 11.36
3 Naveen Jindal JSPL 49 11.14
4 Vivek Jain Gujrat Fluoro 41 9.32
5 BL Munjal Hero Honda 38 8.64
6 Pawan Munjal Hero Honda 38 8.64
7 Gautam Adani Adani Group 38 8.64
8 Kalanithi Maran Sun TV 37 8.41
9 Kaveri Kalanithi Sun TV 37 8.41
10 Kumar Mangalam Birla Aditya Birla 36 8.18
Million DollarExecutivesWith Indian companies turning tothe global marketplace for high-value professional talent, the number of million dollarexecutives in the country isincreasing, according to a studyconducted by EMA Partners, inassociation with The Times of India
[5]
companies, grossed over a million dollars.Of these, 108 were the promoters, and therest, professionals. Among unlistedcompanies, there are more than 75executives making over a million dollars.The numbers did not include earnings fromstock options, and the study points out thatif these are considered, perhaps the listwould look entirely different.
A sector-wise break-up of million dollarexecutives from listed entities shows thataround 46% belong to the Industrial/Manufacturing sector. A large contingent ofthese executives came from the largeindustrial groups like Hero Honda, AdityaBirla Group and L&T. Pharmaceuticals / lifesciences and real estate/infrastructureaccount for 14% and 12% respectively. Themedia and entertainment sector sprung uponly two names - Sun TV's KalanithiMaran and Kavery Kalanithi.Hospitality stood at 2.5% withexecutives from EIH and IndianHotels making up the roster.
Surprisingly publicly tradedtelecom companies did notthrow up more than oneinstance of an executivemaking over a million dollars,but EMA Partners estimate thepresence of several executivesin the sector making over amillion dollars in unlisted
entities like Vodafone and newly establishedplayers.
A percentage split of promoters andprofessionals across sectors shows that thediversified, shipping and logistics, media,
ITES are dominated almost entirely by thepromoter groups, in terms ofcompensation. Professionals in theseindustries usually do not receive such highcompensation. The industrial sector showeda 30-70 split in favour of promoters.Professionals accounted for close to 80% ofthe pie in the financial services segment.
Executives from financial servicesdominated the "unlisted companies" part ofthe study with a 57% share. A large numberof MNC banks and financial institutionsmade up this list. Consulting was second,with 23%.
"We estimate between 75 to 100 executivesmaking over a million dollars in unlistedcompanies comprising multinational banks,investment banks, broking houses, privateequity fund houses and consulting firms. Wehave also seen the presence of severalexpatriate executives who gross over amillion dollars in these entities," the studysays.
India Inc. has over 250 executivesincluding promoters making over amillion dollars in compensation perannum excluding the value of stockplans. A sector-wise break-up ofmillion dollar executives fromlisted entities shows that around46% belong to the Industrial/Manufacturing sector
Incivility may be common but itharms businesses, according tothe authors of "The Cost of BadBehavior: How incivility is damagingyour business and what to do aboutit".
Christine Pearson and othersassess how incivility impactscustomers and employees, andshow that the costs of being lessable to engage and keep themadd up fast.
Incivility is defined as rudenessthat may seem minor, such asacting in ways that are irritated,unresponsive or inconsiderate. Butthe costs become major whenemployees and customersbecome less committed, tellothers of their bad experience andchoose to go elsewhere.
Some companies are addressingthis: The authors cite Cisco, who
have introduced aformal trainingprogram based oncivility and Starbucks,where managers areencouraged to monitorstaff behavior againstthe company'sfounding principles.
The rest of us can combat orreduce incivility by:
Acting courteously ourselvesNot rewarding or respondingin kind to the incivility ofothers, Practicing and reminding theirteam to follow 'The GoldenRule' andWhen overwhelmed byrudeness, using the surpriseeffect of courtesy.
Follow these practices, to helpyour business navigate throughany conditions.
When dealing with life's upsets like job loss, moving,divorce, health and bereavement issues, we askothers for help, says Nance Guilmartin, author of‘Healing Conversations’.
Asking others for help can be easier and moreproductive when we "ask six people for help.Not just one. Six!" She explains this is because:
The first person you ask may be busy.The second may not want to get involved.The third may not be able to address all of your requests.The fourth may refer you to someone else.The fifth can't do what you ask, but can help in otherways, andThe sixth may be the one who says 'Sure, no problem!'
Guilmartin also points out that asking more people canprovide you a broader range of options than you would havehad otherwise.
RELATIONSHIPSEd WoollerManaging Member,EMA Partners Atlanta LLC
BRING BACK COURTESY- AND PROFITS
LESSONS FORNETWORKING AND LIFE:THE RULE OF SIX
[6]
NEVER POSTED ANYWHERE, LIKEITEMS YOU WOULD NOT WANT
To know about other people, orAny of your family to know
POSTED OR HANDLED ELSEWHERE,LIKE ITEMS THAT ONLY A FEW ARELIKELY TO BE
Interested in seeing, orAble to respond to
HANDLED WITH A DIRECT, PERSONALCONTACT FIRST (OR INSTEAD) LIKEITEMS NEEDING
Emotional or non-verbalcommunication
More than a 'yes' or 'no' answer, orto
Share information that is private orsensitive to either party
DELAYED, LIKE ITEMS THATCome too soon after your last
communicationWould become less urgent if you had to
share individually rather than broadcast, Or would become less urgent if you
saved them until another time
Make the above choices well, and experiencea better life, both online and elsewhere.
Social networks like Linked In and Facebook can make business andpersonal life richer and more efficient, as can other electronic communications. But we all knowexamples of them not being used properly. This can ruin the experience for everyone and, in somecases, damage relationships, says Ed Wooller. For example, it will create problems when postingsor e-mails contain anything that should be:
HOW TO RUINSOCIAL NETWORKS -AND OTHERRELATIONSHIPS
[7]
The constant shifts that globalisation involvesis impacting feelings of security andcompany-bonding among European
executives, says Alberto Miranda
The constant changes in work posts,business division and country arereducing the bonds of confidence vis-à-vis the company. Length of service andtrack record count for less and less.
As they change cities, friends, superiorsand so on, executives are losing theirframeworks of reference and their bonds,which become more transitory.
They are losing security, and some feelthat the loyalty they have shown to theirorganisation is being ignored.
Changing policies are beingimplemented more readily than before.Executives realise that the company maysacrifice them in the interests ofefficiency.
They are increasingly rated on short-termachievement and efficiency. Short-termresults take precedence over long-termresults.
Eventual dismissal or relocation do notstem from their results (which may beexcellent), but rather from businessstrategies implemented by centralheadquarters or from swings in shareprices.
In seeking efficiency, "re-engineeringmanagement teams" (professionals) has
taken over from "re-engineeringproduction" (workers).
Personal attachments and roots (post,country, experiences, etc.) becomerigidities that the company cannotaccept, on account of the flexibility anddynamism of markets.
Feelings of insecurity hinder the growthof cohesion in the company.Commitment is geared towards specificprojects and the short term. The rules ofthe game are changing.
SHORT-TERM GOALS
TRENDSAlberto MirandaPartner/ ConsultantStatus/ EMA Partners, Spain
This is not a good time for Generation Y - a70 million strong group aged between 15and 30, and one of the biggestgenerations in American history. Accordingto a recent Knowledge@Wharton report,‘Not a Lost Generation, but a DisappointedOne’, though this generation is the besteducated, few can find jobs. The nationalunemployment rate of 9.6% has meantmany are moving back with their parents,or scraping by with low-level work.
Generation Y, also known as the MillennialGeneration, may have to contend with thefact that they could take longer to climbthe ladder because they have to learn skillsthey should have been developingimmediately out of college. They are alsoat risk of being leapfrogged by newgraduates.
One study, by Lisa Kahn, an economicsprofessor at the Yale School ofManagement, tracked the wages of whitemen who graduated from college before,during and after the recession of the early
1980s. Kahn measured how those whoentered the labour force in a bad economyfared compared to those who earneddiplomas in better times. She found thatfor each percentage point rise in theunemployment rate, those who graduatedduring recession earned 6% to 8% less inthe first year of employment compared topeople who graduated during a bettereconomy. The effect declined in magnitudeby a quarter of a percentage point eachyear after graduation. But, even 15 yearsout of school, recession-era graduatesearned 2.5% less.
In a similar study, Till Marco von Wachter,an economics professor at ColumbiaUniversity, followed Canadian collegegraduates who entered the job marketbetween 1976 and 1995. During theseyears, the Canadian economy experiencedmultiple boom times and two bigrecessions. His research had three keyfindings: First, those who graduated duringa recession suffered substantial initialearnings losses of around 10% from an
average downturn; second, this earningsloss persisted for many years, with theeffect fading after a decade. The thirdfinding was that the earnings patterndiffered based on the major and the schoolof the graduates. "Those who graduatedfrom better, bigger schools and those whohad more math-intensive majors, such asengineering or hard sciences, did thebest,” von Wachter states.
The good news is that Gen Y is veryresilient. Dale Kalika, a senior lecturer atthe W.P. Carey School of Business atArizona State University, is conducting aresearch project, and says Millennials are"self-confident; they're adaptable and tendto be open-minded. They live in a [world]of change, so change does not surprisethem - they're flexible. And this is anoptimistic generation. There is a belief thatone way or another, things will work out.They are already prepared with theknowledge that they will have many jobs -probably 12 to 15 throughout the courseof their professional lives, and they willhave multiple careers," she points out."They know that there is no such thing asjob security. There's no such thing as alinear career."
Source: Knowledge@Wharton
A VERY DIFFERENT WORLDThe downturn has changed the job market for Generation Y
EMA Partners isGrowingNEW COLLEAGUESAs EMA Partners International continues togrow, it welcomes several new consultants,extending its global reach even as itsimultaneously strengthens its local andregional expertise.
“We’re delighted to welcome Rudolf vonBunau, Johnny Ng, Gyorgy Kobelrausch,Shiv Ganesh Athmanathan, ShaliniMalkani, Clara Bodin and their teams,”said James Douglas, Chairman, EMAPartners. “They bring a wealth ofexperience in markets that are increasinglygaining importance.
“We look forward to leveraging their localand regional expertise for the benefit ofour global clients,” he added.
The new partners are already workingclosely with colleagues on severalcontinents, making their presence felt asthey enhance EMA Partners’ expertise inserving clients across the globe.
SEEKING CANDIDATES WITH A WIDEVARIETY OF EXPERIENCE: You'll need itto replace three people who just left.
FLEXIBLE HOURS: Work 55 hours; getpaid for 37.5.
GOOD COMMUNICATION SKILLS:Management communicates, youlisten, figure out what they want youto do.
ABILITY TO HANDLE A HEAVYWORKLOAD: Complain, and you’refired!
