What Do I Do With My Old Icd-10 Code Books The Impact of Human Capital on Business Guarantees Success or Failure

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The Impact of Human Capital on Business Guarantees Success or Failure

WASTA: Curses and Cures

In exploring WASTA, I will do three things:

  1. See the true meaning of this activity that is affecting businesses worldwide.
  2. Investigate the impact on a business’s human capital, curses.
  3. Recommend some heals that have been successfully applied in the real business world.

THE REAL MEANING

WASTA is actually an acronym that stands for “Willing THEacceptance Ssubordination, Tyranny and THEblocking personal will.” More directly, this means that when you accept or use WASTA, you have given up some of your personal freedom. Freedom means that you can say:noto things that threaten your personal integrity. WASTA also means accumulating debt. Nothing comes for free. WASTA is a form of currency that works exactly like financial debt. If you use someone’s WASTA, you need to look at the payback period. Payback means you either return the favor or lose the “friendship” and “support” of your “dear friend”.

The very request of WASTA is an admission of your incompetence, weakness or inability to do something legally. Therefore, the moment you accept it, you have given power to the party offering WASTA. It is like taking a rope, tying a noose around your own neck, and then giving the end of the rope to someone else to tighten or loosen as they please. “Too extreme!” I hear you protest. Let me help you imagine a situation.

Obstructing other people’s business has been developed into a fine art. We make even the most basic services incomprehensibly complicated, meanderingly bureaucratic, and endlessly long-winded. Nothing is possible without a “middle man” and generous “grease” to help you through the quagmire of outdated procedures. This is the “capitalizing power” used by those who live off WASTA. It is a trap for the innocent, the worried, the fearful, the incompetent, the greedy and the guilty. It is your own vulnerability that gives those offering WASTA power over you, ownership of a part of your soul, and your freedom. It’s also what makes investors look elsewhere.

The topic of WASTA is broad and complex, and since I am not writing a book, I will limit this discussion to employment uses of WASTA. However, against the background painted above, it needs to be discussed to show why some individuals or companies may be more susceptible than others.

CURSES: IMPACT ON THE HUMAN CAPITAL OF A COMPANY

What happens if for some reason your company decides that WASTA is still a way and they want to play things that way? And what if they confuse WASTA with sound business planning and marketing strategy and use WASTA as a survival mechanism? You’re doing me a favor, so I’ll do business with you. As a result, your company will be “blessed” with employees with varying degrees of incompetence. These people can be at any level of the company, from the doorman to the senior manager.

1st curse: Everyone will know who the new employee WASTA is and immediately split into camps, for him, against him and indifferent. This will limit this person’s effectiveness from the start.

Curse 2: Depending on the strength of the new employee’s WASTA, they may ignore their supervisor’s authorization if the supervisor does not have a stronger WASTA. It will be ugly if the WASTAS come from opposite sides. Overall, the result will be a violation of the supervisor’s ability to manage his team or department. Initiative will almost certainly decrease.

3rd curse: Other employees in the same department notice the new employee’s insubordination, leading to questions like, “What’s the point of working hard or doing a good job when other people can just be parachuted in and get paid for doing a really good job?” If the new person’s salary is higher than the existing salaries, expect significant demotivation and reduced productivity.

4th curse: Malicious behavior develops towards the new employee. This leads to “slowdowns” and/or “deadlocks” in the work process due to the unwillingness of colleagues to cooperate with this person and their unconscious or conscious desire to cause failure.

5th curse: If this new person fills a position that one of your more competent employees has brought to their attention, that person will begin to update their resume and look for opportunities outside your company or country. When competent people leave, they take valuable knowledge, skills and internal and external customers with them. The turnover of key employees causes direct and indirect financial loss to the company.

6. Curse: The bond of loyalty between the employee and the company, if it existed, is weakened, and if it is already weak, it is broken. A lack of loyalty can mean an increase in self-serving behavior: longer lunch breaks, frequent bathroom visits, increased sick days and general absences, delays, the formation of cliques, abuse of the company’s property, resources and facilities, and even in extreme cases. , theft.

Curse 7: Investing in staff development and training can have a poor return as people develop the belief that development depends on WASTA rather than skills. The “smart ones” will benefit from the training, but will use it to move to other companies or seek overseas employment where they believe they have a fair chance of progression and advancement based on their skills.

8. Curse: Inability to attract and retain the most qualified personnel or lose them to competitors.

9. Curse: Creating a work ethic based purely on money. Employees and employers sell out to the highest bidder. Don’t expect employees to make sacrifices for you if they see that they don’t really matter to you. If you sell them, they will sell you.

10. Curse: It is not a solid foundation to build a business on. If your business is built on doing favors for key customers to do business with you, where do you end up if you fall out of favor, or if the customer takes their business elsewhere, or just has an accident, dies, or something like that?

The net result of a work environment where WASTA is used for employment, promotion, bonus distribution, performance appraisal, overseas training or other human resource management functions is low productivity. You can be sure that your most competent employees are the ones who leave first.

The most loyal are not necessarily those who stay until retirement, but those who are least able to compete in the open labor market, i.e. those who joined from WASTA, or those who know that they are no longer employable and are waiting for their compensation.

Other employees stay with their own agendas or build their own businesses and use the company as insurance until they’re ready to leave. Just imagine the level of creativity and productivity that can be achieved from such a workforce and ask yourself, is using WASTA really such a smart investment for your business? Instead of a contract or two won, you lose millions of hours of productivity and who knows how much due to direct and indirect theft of resources.

Your business must be built on solid foundations. Enduring businesses offer products and services that customers want and need. I don’t think any business with a great reputation and brand name should do themselves any favors by hiring incompetent staff to get business. It’s the other way around.

HEALS

Cures are difficult in cultures steeped in the WASTA mentality since time immemorial, but not impossible. There are short-term and long-term cures, and we need to address both if we want to build solid businesses.

The short term

1st course: Clean up your actions, past and present. “People living in greenhouses can’t throw stones.” Make sure you are covered on all fronts, legally and morally. It gives incredible strength and confidence against the opposition.

2nd course: Continually work to develop your personal skills and competencies as well as your workforce. This way, you can keep good people and choose from the best when you need new talent because your business has an excellent reputation. This makes it difficult for people to approach you with a losing WASTA.

3rd course: Avoid getting into debt to people who then exercise power over you because they ask for favors inappropriately.

4th course: Say “No” with “Yes”. Have a clear job specification for all positions and roles in your company, so when they’re looking for a WASTA, you can say, “I’d be happy to accommodate you if you have someone who meets these requirements.” Better yet, be proactive and approach WASTA owners by giving them first choice in securing the profile you need.

5th course: Use professional recruitment techniques in all phases of recruitment and selection to avoid exposing your company to unnecessary aggravation. You can outsource these services within your own company.

6th course: Make it clear that if you hire someone with WASTA, they must meet the company’s requirements just like anyone else. Make sure you go through a rigorous trial, training and testing period before you confirm new hires in their positions.

7th course: Ensure that your internal systems are set up to limit the potential for abuse. Ratings, bonuses, pay tables, promotions, etc. all are subject to abuse. They need to be redesigned based on transparency and measurable indicators. If the impact of behavior or performance cannot be measured, it has no impact on your business and should not be used for reward or compensation.

8th course: Outsource the services you don’t want internal staff involved in, so no one group can gain power over other groups by having privileged information. Ensure the neutrality, objectivity and reliability of the third party.

9th course: Use modern market and consumer research to understand what your customers want and need and build your business on a solid foundation. Make sure you get the right people to execute your plan. Put them in the right place and develop and retain these people using tried and tested business practices that have helped businesses grow worldwide.

10th course: Get over the idea that the world is a place where you can’t do business like other parts of the world! If this were true, why is it the dream of almost every young man and woman to get out of their current situation and go where their achievements can be appreciated and valued?

Long-term cures are not the subject of this article, but I’m sure they pose serious challenges to the Ministry of Education, Ministry of Public Administration Reform/Development, Ministry of Social Affairs and many others around the world who have really serious awareness and education campaigns, which need to be dealt with. . I wish we could step out of the old days and into the new century.

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