To empower women, workplaces must offer equal opportunities, mentorship and inclusive cultures. Businesses must commit to diversity and inclusion at all levels for innovation and growth. By championing gender equality, not only are businesses enhanced, but broader societal change is driven.

It is no secret that women have historically been underrepresented in the top/senior positions and have faced barriers to advancement in the workplace. Circa 2024, the situation has improved but the question remains—Is it enough?

As Hillary Clinton, American politician, rightly said at the Women in The World Summit held in New York in 2015, “All the evidence tells us that despite the enormous obstacles that remain, there has never been a better time in history to be born female. But the data leads to a second conclusion: That despite all this progress, we’re just not there yet.” 

While the gender gap in the workforce has narrowed in recent years, there is still much work to be done to achieve true gender equality. Although women form 50 per cent of the global workforce, not enough of them are seen in leadership positions, across industries.

Numerous studies have shown that diversity in the workforce leads to better decision-making, increased creativity and improved performance. Statistics support the argument: gender-diverse teams tend to outperform their male-dominated counterparts, driving more creativity, innovation and ultimately, success for the business. A McKinsey report found that companies in the top quartile for gender diversity are 39 per cent more likely to experience above-average profitability compared to those in the bottom quartile.

Why does gender diversity matter so much? The answer lies in the unique perspectives that women bring to the table. By prioritising gender equality and creating pathways for women to advance in their careers, businesses can unlock a wealth of new ideas, solutions and innovations that can propel them forward in today’s competitive marketplace.

Diverse teams approach challenges from multiple angles, leading to more comprehensive and effective solutions.

However, the benefits of investing in women go beyond just driving business success. Research has shown that companies with diverse leadership teams are better equipped to understand and meet the needs of a diverse customer base. By championing gender equality in the workplace, businesses can build stronger relationships with clients and customers, ultimately leading to increased loyalty and profitability.

As leaders, it remains our mission to create a workplace where women are empowered to succeed and thrive. This means, implementing policies and practices that support equal opportunities for women to advance in their careers, providing mentorship and training programmes, and fostering a culture of inclusivity and respect — all with the aim of accelerating progress.

It is imperative that organisations demonstrate their strong commitment to valuing the unique perspectives and contributions of all employees by promoting diversity and inclusion at every level, from the boardroom to the frontline. By fostering a culture that embraces diversity and fosters collaborative work environments, businesses unleash the full potential of their workforce, fuelling innovation and accelerating growth. As we work towards creating more equitable organisations, we also have the power to influence larger change around us.

I am proud to share that Godrej Capital has maintained a 40 per cent mix in C-suite leadership and boasts an impressive 27 per cent diversity in the workforce (while the BFSI sector’s benchmark stands at 21 per cent).

Bhavya Misra is the Chief Human Resources Officer at Godrej Capital

The post Investing in women to accelerate progress—the only way forward appeared first on HR Katha.

Diversity, in itself, is never sustainable unless it is supported with a culture that is equitable as well as inclusive. Cadila has ensured that all employees experience the organisation in an equitable manner where it is the performance at the workplace which governs rewards, recognition and career progression.

It is equally applicable to each and every employee of the organisation regardless of gender or any socio-economic or cultural background. Ensuring that the culture is inclusive for employees has been a corner stone of the 70 plus years of this organisation. Having diversity alone is not enough unless it is backed by inclusiveness. Efforts at diversity will ultimately fall flat if people do not feel ‘included’ in the organisation.

Therefore, from the very beginning, and much before diversity, equity and inclusion became the buzz words in the corporate world, the management of Cadila had made conscious endeavours to ensure the same across the length and breadth of the organisation and not just for a year or two but over decades.

Proof of the pudding lies in its eating, and the presence of senior women leaders in Cadila has been a testimony to the culture of encouraging DE&I being followed right from the beginning.  Several of the leadership positions across the Cadila have been and are being filled with senior women employees from across the country. 

Hundreds of women employees have been working in Cadila for decades, and many of them have returned to Cadila after having worked in other organisations because they felt it was a very conducive environment to work in.

The following are some of the senior employees:

Shruti Hegde, chief commercial officer, comes with more than two-and-a-half decades of experience across industries. She joined Cadila a couple of years ago and relocated from Mumbai to Ahmedabad because she felt excited to be part of the journey with Cadila.

Mona Gogia, vice president-regulatory affairs, has been with the company for more than a decade and a half. In her own words, she has found immense challenge and excitement each and every day that she has worked here and there has never been a dull moment.

Priyanka Doshi, general manager-finance, India business, has been working in Cadila for close to five years. She is currently heading finance for the prescription business. Her passion and dedication to her job has been highly contagious in the team and is appreciated by one and all.

Anita Chakraborty, general manager-HR, has been with Cadila since 1996 and has worked in several capacities across locations before moving into her current role. She has found the culture to be “very warm and inclusive” and has never felt out of place in an industry which was and even now is predominantly male driven”. She started out as a medical representative over two-and-a-half decades ago and made the most of the career opportunities that came her way, to move across functions and job roles over the course of time.

Renuka Upadhyay, company secretary, joined Cadila about six months ago. She has been playing a pivotal role in the management committee and the board. She feels she made the right decision to join Cadila and values the “extremely fulfilling journey” she has enjoyed here.

 Leena Darne, GM-marketing in branded business, joined Cadila eight months months ago after almost two decades of experience across several reputed pharmaceutical organisations.

Seema Sharma, vice president, manufacturing biosimilars, has been working with Cadila for the last eight years or so. This is her second stint with Cadila, having earlier worked here for about a decade and a half from 2000 onwards. She returned to Cadila in 2016.

Himanshi Jain, GM – HR, worked with Cadila for three and a half years before leaving and then returning after 6 months. She felt the culture that she had experienced in Cadila was something that she wanted to return to. The immense responsibilities that the organisation places very early on, shows the tremendous trust that it has on young talent. This trust is not limited to merely giving responsibilities but also o the freedom provided to work. She feels very comfortable working in the campus, which provides a lot of “positive vibes and energises” an individual.

The author of this article is Kinjal Choudhary, CHRO, Cadila

The post Cadila’s relentless focus on DE&I over 7 decades appeared first on HR Katha.

The haunting and eerily relatable Apple TV series, Silo, has garnered acclaim for its taut storyline and outstanding performances. Beneath the gripping plot is a distinctive composition that is both literal and metaphorical in its expression. In a literal sense, the Silo refers to a massive underground structure designed to shelter a community of survivors following a global catastrophe. This structure is divided into multiple levels: the top level is the most privileged and prosperous, home to the Silo’s leaders and their families. The middle level refers to the middle class, housing skilled professionals such as teachers, doctors and engineers. Those in the middle are less privileged than those at the top, yet, relatively comfortable. The bottom levels are impoverished and oppressed, home to the Silo’s working class and criminals. Figuratively, the levels are a testament to the themes of class inequality and social hierarchy.

The show’s protagonist is Juliette Nichols, a feisty mechanic and engineer, played by Rebecca Ferguson. Frustrated with the bizarre and oppressive rules of the Silo, Nichols uses her skills to assist fellow inhabitants and challenges the status quo. She often makes references to the “up top”, where the wealthy and powerful live, and to “the middle”, which she sees as a place of hope and possibility.

But is the middle really all that promising? Another well-acclaimed television series delves into parallel themes, although from an entirely distinct perspective. Michael Schur’s The Good Place is a comedy about the afterlife divided into two realms: “The Good Place” and “The Bad Place”. The former is where virtuous and morally upright individuals are supposed to spend eternity, while the latter is reserved for those who lived morally corrupt lives. The show revolves around a woman named Eleanor Shellstrop (portrayeddeftlyby Kristen Bell) who dies and wakes up in the Good Place, despite her self-absorbed life back on Earth. Eleanor must figure out how to stay in the Good Place without being discovered, until she realises that there must be a ‘Medium Place’ for people like her. She rambles to her soulmate from the afterlife: “I mean, I wasn’t freaking Gandhi, but I was okay. I was a medium person. I should get to spend eternity in a Medium Place!”

Eleanor and others in the show go on to discover that a Medium Place does indeed exist, with a sole inhabitant named Mindy St. Claire, a corporate lawyer who did some good deeds but also engaged in morally questionable behaviour in her life. Due to the ambiguity of her moral balance, she ended up in her own personalised, grim and lonely Medium Place. Plot twists notwithstanding, Mindy does very little to improve her plight and is confined to her isolated backyard for eternity.

The Medium Place, then, is a metaphor for the tyranny of the middle — the discontentment of the middle child, the longing of the middle class, the crisis of middle age, the compromise of the middle ground and the disempowerment of the middle managers. An ode (elegy?) to those who are stuck in a rut, unable to take risks or make big changes around them—those afraid of failure, and of stepping outside their comfort zones. The ‘satisficers’ are content with an option that is ‘good enough’ or ‘satisfactory’. How can they break free from the restrictions that bind the middle?

Fixable is a podcast show hosted by Harvard Business professor, Frances Frei and her wife Anne Morriss, a CEO and bestselling author. The promise of the show is that the hosts will “move fast and fix stuff by talking to guest callers about their workplace issues and solving their problems – in 30 minutes or less”. In the first episode of Fixable, the hosts invite Kelli, a nurse in a cardiovascular acute care unit at a teaching hospital. Kelli talks about a communication breakdown in her unit. There are multiple teams such as the heart failure team, the surgical team, the infectious disease team and others, who are expected to work as a cohesive group in service of the patient. In reality however, everyone is in their own silo and nurses such as Kelli end up becoming the ‘middleman’ for everybody.

Much like in the show Silo, the hospital has a clear structural hierarchy. Professor Frei reflects on the problem: How do you foster communication in a very complicated system where you’re not at the top of the hierarchy, and do it from the middle? The hosts nudge Kelli to experiment with things that are outside of her control and think about how she can begin to influence the larger system around her. This may involve talking to others and learning from them, enlisting the support of colleagues to drive change, or seeking the help of her manager. Interestingly, Kelli’s ideas for seeking support mirror the actions of Nichols in the show Silo. Nichols enlists the help of her fellow engineers and influential figures, such as the Sheriff, come to her aid.

However, this kind of incremental progress is hardly an optimal solution. Instead of transferring the burden of systemic change to individuals such as Kelli, the leaders ‘up top’ ought to create an environment conducive to identifying and addressing problems. As the hosts riff in Fixable, “when problems aren’t surfaced, when we push them down, we have no chance of improving. And so, we want to elevate problems… because those problems when surfaced are precisely our improvement opportunities.”

The author Subramanian (Subbu) Kalpathi is a learning, leadership and OD professional. Currently he is global lead – learner experience and advisor, talent development, DXC technology. He is also the author of The Millenials. Views expressed are personal.

The post The promise and tyranny of ‘the middle’ appeared first on HR Katha.

I’ve always been a firm believer that common sense is indeed a common trait found in most people. After all, it’s in the name, right? It’s something that we should all inherently possess, like an intuitive understanding of the world around us. However, my belief has been baffled over the last few years as I engage with more and more individuals at the workplace and otherwise. 

I somehow couldn’t accept the lack of common sense among individuals at every level. My belief was further challenged by a client’s praise, as she commended my common sense and confidence, describing them as endearing qualities. Although her kind words came after a successful event, I found myself briefly puzzled, wondering why someone would compliment me for possessing common sense—a quality that many would consider commonplace. It led me to question how such attributes make me stand out when they are seemingly inherent in most of us.

But my perspective shifted recently when I stumbled upon a video on leadership, and the speaker was none other than one of India’s greatest leaders and my personal favourite, MS Dhoni. As the former captain of the Indian cricket team, MS Dhoni has undoubtedly encountered his fair share of challenges and responsibilities. In this video, he shared a revelation that instantly resonated with me. He said, “There is nothing called common sense.” Those words struck a chord because they captured a realisation I had arrived at through my own experiences.

You see, as a leader, it’s only natural to assume that certain things are understood, and therefore, don’t need to be explicitly communicated. After all, we think, “Isn’t this common knowledge?” But here’s where the misconception lies — what’s evident to one person may not be so for another. The notion that common sense is a shared trait that should require no explanation doesn’t hold up in a team environment.

In a team, diversity is a given. Different people bring distinct perspectives, backgrounds and ways of thinking. What may seem obvious to one individual may be entirely foreign to another. This is where the importance of effective communication comes into play. As a leader, you’re responsible for ensuring that every team member understands what’s expected and why it’s essential.

While there will inevitably be a few team members who react with, “Why is she even saying this? It’s so common,” it’s essential to remember that your communication isn’t directed at them. It’s not for the ones who can quickly figure things out but for those who may need a bit more guidance. It’s a reminder that in the vast spectrum of knowledge and comprehension, we can’t assume that everyone resides at the same point.

In the spirit of MS Dhoni’s insights, it is time for us as leaders to redefine ‘common sense’ within our teams. Let’s commit to clear, inclusive communication that leaves no room for doubt. I challenge you to identify one assumption of ‘common sense’ in your team this week and address it head-on. By doing so, we not only prevent misunderstandings but also build a foundation of trust and mutual respect.

The author Prerna Dalakoti is a PR Professional

The post Common sense may not be so common after all appeared first on HR Katha.

In the realm of recruitment, the fusion of perception and reality casts a compelling narrative. As the gateway to professional opportunities, a candidate’s CV is a canvas that often paints a picture of their potential. However, with 85 per cent of employers believing that candidates exaggerate skills on their resumes, it becomes critical to accurately identify the authentic job-seekers who have portrayed themselves honestly. The challenge lies in finding the equilibrium between evaluating the CV ‘as per ‘face value’ and ‘reading between lines’. Nowhere is this balance more crucial than in the supply chain and procurement industry, where the demand for critical thinkers with innovative problem-solving abilities reigns supreme.

Power of perception

CVs serve as the initial introduction between job seekers and potential employers, shaping perceptions that can greatly impact the trajectory of careers. It is akin to a candidate’s personal brand – a well-structured CV communicates professionalism and competence, while a poorly composed one may inadvertently detract from a candidate’s qualifications.

In the supply chain sector, where precision and attention to detail are paramount, the impression derived from a CV can greatly influence recruiters’ opinions. A concise and well-organised CV can instantly convey a candidate’s organisational abilities, which are particularly important in roles requiring attention to detail and structured thinking.

Unpacking perception and stereotypes

One’s judgement is often negatively impacted by unconscious prejudices. They influence a recruiter to make choices that benefit one individual or group at the expense of others. This can thwart attempts to promote diversity, retain talent and hire new employees. Left unchecked, prejudices can also influence the culture and standards of a company. The industry must make a conscious effort to evaluate candidates based on their skills, qualifications and experiences rather than preconceived notions tied to gender, ethnicity, or background. Overlooking qualified individuals due to these biases not only deprives the industry of talent but also perpetuates a lack of diversity.

Supply chain and procurement can particularly fall prey to such biases, leading to the underrepresentation of certain demographics. For instance, the misconception that certain roles are better suited for specific genders or backgrounds can hinder diversity within the industry. By perpetuating these biases, companies inadvertently limit their access to a wide array of talents and perspectives.

Striking a balance — Perception vs reality

Effectively presenting achievements and impact on a CV is an art form. In the supply chain and procurement field, this art lies in highlighting the intersection between one’s skills and the industry’s demands. Balancing self-promotion with authenticity is crucial — over exaggeration risks disillusioning employers, while few may undersell one’s capabilities.

Candidates aiming to enter or progress within the supply chain and procurement sector must strategically align their CVs with industry-specific requirements. Emphasising proficiency in areas such as demand forecasting, vendor management and logistics optimisation can attract recruiters’ attention while showcasing instances of adaptable problem-solving illustrates a candidate’s suitability for the industry’s dynamic environment.

Addressing bias in the screening process

Companies must recognise the urgency of mitigating unconscious bias in the hiring process. Starter solutions which can be easily implemented include blind screening, where personal information such as name, gender and race is removed from resumes and applications; having a diverse hiring panel that includes people from different backgrounds and with different perspectives; and training recruiters to be aware of unconscious bias and to evaluate candidates objectively.

Meta, formerly known as Facebook, leverages cutting-edge AI technology to ensure fairness in its hiring process. By analysing data from the hiring process, Meta can identify and address potential biases, helping to create an inclusive and unbiased hiring environment.

It would also help if companies standardise their interview process. Although there may be a series of questions directing the discourse in non-standardised interviews, there is little uniformity for applicants. This is often when unintentional prejudice may be seen. Candidates may not have the same chance to successfully present their candidature and highlight their suitability for a position.

Furthermore, the integration of AI and technology in CV screening is becoming increasingly significant. These advanced tools are specifically engineered to identify pertinent keywords and qualifications, all the while ensuring an impartial initial selection process devoid of inherent biases. Artificial Intelligence is harnessed to meticulously scan resumes for keywords and skills that hold relevance to the specific job opening.

A pertinent example is DHL, a renowned German logistics company, which has seamlessly integrated AI-powered tools into its recruitment procedures. Within its framework, the AI system meticulously analyses CVs to align candidates with job prerequisites based on their skills, experience and qualifications. This streamlined approach expedites the initial screening process, guaranteeing a more efficient and effective selection of candidates perfectly suited for the role.

Diversity as an asset in supply chain and procurement

Diverse teams drive innovation, especially in an industry such as supply chain, where multifaceted challenges require creative solutions. Incorporating individuals from various backgrounds fosters a wealth of perspectives, enriching problem-solving, and leading to novel ideas. Diversity unlocks innovation by creating an environment where ’outside the box‘ ideas are heard.

Research underscores the advantages of prioritising diversity. Companies at the forefront of diversity are 45 per cent more likely to report market share growth, and 70 per cent more likely to capture new markets.

XPO Logistics, a global supply-chain leader, exemplifies the dividends of diversity. Its inclusive workforce cultivates innovation, customer-centricity and effective communication. This strategy attracts top talent, engages communities and provides diverse insights for problem-solving. XPO Logistics stands as a testament to how diversity amplifies resilience, global understanding, and overall success in the dynamic realm of supply-chain operations.

Shaping a more inclusive future

The future of hiring practices will be shaped by a number of factors, including the increasing use of AI and technology, the growing importance of diversity and inclusion and the need to make the hiring process more equitable. Forward-looking companies are beginning to realise that embracing diversity isn’t just a moral imperative but also a strategic advantage. As the industry becomes increasingly interconnected on a global scale, diverse teams can navigate the complexities of international business with greater acumen.

The supply chain and procurement industry’s conundrum of blending merit with fairness in CVs encapsulates the broader challenge faced by the global workforce. By fostering diversity and embracing equitable recruitment practices, the industry can tap into an expansive talent pool, propelling it towards a more innovative and inclusive future.

The author, Saumya Khare is the senior director-human capital of Moglix, a B2B industrial tools and equipment supplier company.

The post How to solve recruitment problems in supply chain appeared first on HR Katha.

Talent war

Today’s organisations are failing not because of their product or strategy, but because of their hiring. They are all hungry for talented professionals to bring innovation and deliver world-class experience for their customers. There was a time when people started their career with an organisation and stayed with the same organisation till retirement. It was common to see people serving the same organisation for three to four decades.

With businesses becoming more dynamic, there is a lot of demand for talented professionals and companies are doing every bit – great offers, flexibility, perks, employer branding and so on – to attract the best talent.

Offer stage: Company’s investment in hiring

Hiring is an expensive process— There is considerable financial investment in paying commission and recruitment consultants; there is significant  investment of time with recruiters screening tons of resumes and scheduling innumerable interviews; countless hours go into interviewing by the hiring team to finally find a person who fits the role and who finally accepts the offer and commits to join.

Notice period: The time between offer date & joining date

The real challenge is the notice period. This is when the companies close their positions and are committed to the offer letters handed over to the candidates. The candidates, however, see this as another opportunity in their kitty and explore more options during the notice period with their previous employer. This may not be the case with every candidate, but this behaviour is becoming the norm. A large percentage of candidates are exhibiting this pattern. No one likes to leave money on the table, and that’s fair enough. However, if the candidates feel like they have left money on the table with their current employer or with their first offer, they are bound to go to the next one.

Joining day: The company’s investment goes down the drain

Making choices and decisions is freedom, and making them on time is life changing, but the candidates holding offers tend to do exactly the opposite. They procrastinate and put off making the final decision until the day of joining the company. Meanwhile, their new employers / recruiters continue to wait for the candidates to show up. Alas! The candidates never show up. Millions of dollars are wasted daily owing to this one problem of candidates not showing up to join after having committed to joining the company.

The devastated recruiters or hiring managers are left staring at the offer letters and asking themselves, “What’s the value of the signature by the candidate on this offer letter? Does it mean anything to them at all?”

What if the tables are turned?

What if the employers exhibit this behaviour? What happens if on the date of joining the employers say that they have found a more suitable candidate? Ouch! It will hurt the candidate’s sentiments deeply. The Glassdoor, and other such forums will be flooded with complaints about the employer. The candidates will vent out their agony. Corporates and even small companies cannot indulge in such behaviour since it goes against the basic values of integrity and commitment.

Offer letters are becoming a one-sided commitment

Companies are now vocal on social platforms highlighting how candidates continue to search for roles during their notice period, post signing the offer letter, while the companies stop looking further.

Role of placement  

Campus recruitment has played a major role in most of the students’ careers. The anxiety of facing the first interview to landing a job offer, to getting the first salary – memory of a lifetime!

There is generally a rule in most educational institutions — once candidates accept an offer from a company, they are not allowed to attend any further interviews of other companies that visit thereafter.

Weird as it may appear to be to the candidates, the rule exists for a reason. About 30 per cent of the students will have multiple offers and the rest will be left with none because every company will try to grab the best.

Our educational institutions made this rule so that most of the companies get a candidate who will join for sure and start their career with them.

Pseudo unemployment

On the one hand there is a lot of unemployment — people with good skills/ education are not getting jobs— and on the other hand there are companies with  hundreds of positions still open. This is because the top-tier talents fail to make timely decisions unlike when they did at the time of receiving their first job offer through campus recruitment.

Effect on deserving jobseekers

When a candidate fails to  show up on the date of joining, another deserving candidate who really wanted the same job loses out. The latter may, for instance, not be considered in the fresh recruitment cycle and may end up being barred from reapplying as most companies have a minimum six-month policy to avoid repeat candidates.

If candidates have accumulated an average of five offers, they have also deprived four other job seekers of the opportunity to join their dream company. If the jobseekers with multiple offers decommit in time, the other four offers could have been accepted by eligible jobseekers. The domino effect doesn’t stop there because most job seekers, including those juggling multiple offers, are not spared from this endless loop. It is likely that they too would have missed out on an opportunity to join their dream company because someone would have blocked them from that offer with no intention of joining. This cycle deprives 90 per cent of job seekers from getting the job they actually want.

Transparency is beneficial

The need of the hour is  a more transparent system where candidates with offers can commit and de-commit without fear of repercussions and in a manner that gives recruiters ample time to offer the open role to other desirable candidates.

There is a need for more open and transparent platforms that address the problem of candidates backing out from their commitments at the last minute. By introducing much-needed transparency, recruiters can know the commitment and de-commitment status of their offered candidates, actively renegotiate and seek commitment clarity from candidates. It also enables recruiters to close the open position on time by making the offer to other jobseekers, creating a win-win for both companies and job seekers. Additionally, such platforms can also help to build trust and confidence in the recruitment process for both employers and candidates.

   The author Ayushi Rungta is founder Openoffers.                                                     

The post Challenges in recruitment that deserve attention appeared first on HR Katha.

While watching the movie, I gathered some lessons that can be applied to the corporate world.

1. Potential is identified by geniuses:In the beginning of the film, there is a scene where Oppenheimer (let’s call him Oppi) is shown struggling with some practical experiments but is clearly inclined towards theory. He attends Neil Bohr’s lecture and impresses him. Later, Bohr directs him to learn quantum physics theory in Europe, and Oppi follows his advice.

In the corporate life also many a time we are guided by mentors who see the potential within us and get us to do our best. Have faith in the instincts of such geniuses.

2. Push yourself:Oppi goes to Dutchland and learns Dutch in just six months. In fact, he starts giving lectures in the language. When his English friends ask him how he manages to do so, he responds, “I am pushing myself.”  That’s the power that comes from coming pushing oneself out of one’s comfort zone.

3. Stay updated: Before the interaction with Einstein, Oppi says that his theory is good but it’s 40 years old now. That shows the importance of staying updated even while learning from the veterans. Don’t get stuck to the past.

4. Surround yourself with the best: In his career, Oppi is surrounded by the best of minds from across the world. That always pushed him to think beyond and gain knowledge from the experts. One’s career and growth are defined by who one is surrounded with.

5. Conviction: While exploring quantum physics, Oppi realised that the US has done very little in the field. He takes it upon himself to bring the subject to the US with the help of experts across the globe. His conviction and determination made it happen, and helped him do what he did in the field.

6. Theory needs to be put in practice: One of his scientist friends says, “Theory will only take you so far.” This dialogue highlights the importance of practical implementation of theory, just as the 70-20-10 model of learning.

7. Mission-driven collaboration: Oppi leveraged the best of minds for Project Manhattan and assigned tasks as per each one’s strengths. Bringing all of them for a common cause was his strength and all of them worked towards a common mission.

8. True leadership: A dialogue that stands out is, “My job is to say ‘No’ to you when you are wrong.” That’s authentic leadership. A leader needs to be true to oneself and be able to call a spade a spade.

9. Be Yourself: Oppi is advised by his friend, “Be yourself. You don’t need to wear the US uniform to prove yourself.” In the corporate world, many a time, we fall into this trap. Beware of losing your real self.

10. Teamwork: After the successful launch Oppi makes a statement  — “We did it, everyone.” That’s how leaders act. They give credit of success to all. It’s not ‘I’, but always ‘We’.

11. Values are significant: Oppi feels he has blood on his hands. The movie ends with the ongoing struggle between right and wrong. The innumerable questions that plague the protagonist, such as ‘What was the purpose of making a bomb? Is it worth it? Are we working towards ending the world?’, and so on.

In the corporate world too, we go through such moments of introspection and doubt. In such situations, our moral compass gives us direction. Our values play a pivotal role.

The author, Vivek Saha is the India lead talent management and OD at Thermo Fisher Scientific India. He has also worked with companies such as Aditya Birla Group, Network 18, and Godrej.

The post Lessons from ‘Oppenheimer’ appeared first on HR Katha.

As a human resource (HR) leader and having interviewed hundreds of middle- and senior-level job aspirants, I have found that people are more interested in the pay raise offered at a new job. Very few seek challenges or better job prospects. Only a rare handful discusses the details of the job role and expectations from the management. Hardly anyone tries to find out whether room will be given to perform and whether there is scope for personal development.

A survey reveals that the majority of employees are not connected with the organisation and do not give their 100 per cent. The reasons for this disengagement can be many — poor working culture and lack of happiness quotient, which hamper productivity. An organisation, which cares about the happiness of its employees, in general, witnesses higher productivity and a happy mood among the employees. Companies that follow the rule of single man, double work and triple salary make employees insecure. In such companies, employees remain disconnected with the organisation and do not work with the passion required to bring their performance at par with their potential.

Why happiness matters the most

An unhappy employee is more dangerous than a weak performer. This is because, even while working, unhappy employees’ efforts go against the interest of the company. They will do merely what is told and not what is expected. They may influence the other employees and spread negativity. Even if such unhappy employees are given a 20 per cent increment, they will take it for granted and consider it merely a part of the employment norms.

True happiness is not limited to employees’ monetary benefits but extends to the emotional connection with the organisation. Therefore, efforts should be more focused on increasing the employees’ happiness than monetary benefits. Pay gains are always temporary and provide satisfaction to the employees for a short duration. Happiness, on the other hand, is long lasting and always refuelled by the consistent happy culture.

Being a temporary phenomenon, salary hikes decrease productivity and morale. However, passion for work increases productivity, as the zeal for performance increases output with consistent efforts. Happy people willing to work passionately to achieve laurels and recognition, create positivity in their own lives as well as others’. Their happy minds tend to infect those around them too, spreading positive vibes.

How is happiness measured?

Happiness for people comes with the authority to operate in their zones. It comes with a freedom to be decision makers and decide the pace of work with the desired outcomes. Employees who are expected to perform within the boundaries of autonomy, often fail to sustain productivity and find other ways, beyond their own work, to keep themselves motivated. Human beings do not wish to be controlled directly or remotely. They wish to perform at their own pace to deliver up to their expectations. If people perform as per their expectations, they are usually happy. On the other hand, if they merely perform as instructed or told, they end up as disgruntled employees because their autonomy is questioned and controlled. Constant interventions hamper the freedom of operation, which leads to low productivity curves.

Pleasure is temporary but happiness is long lasting

Getting an increment offers temporary satisfaction, which satisfies a person’s physical needs. With more money, people may travel in first class, go to the movies frequently, holiday in exotic destinations, buy branded clothing, and so on. These activities give temporary pleasure in life and do not provide happiness for a longer period of time. As and when temporary needs are satisfied, new needs germinate.

While a destination can provide temporary pleasure, the journey to the destination provides long-lasting happiness. Those who enjoy the journey to the destination are the ones with truly happy minds. Promotions and pay raises are often considered as sources of happiness in life, but this is a misconception. Pay hikes and promotions give temporary happiness, but attaining expertise and mastering the skills for the work one is performing is the journey, which gives permanent happiness. The journey of attaining experience along with knowledge gain provides the true pleasure of attaining happiness. It is common for many people to negotiate their designation and authority while taking up a new job. Only a rare few negotiate the role, which will be the actual source of happiness for them, and will help them achieve and live the position.

Work for happiness rather than pay

Money can give one the pleasure of buying material things to fulfil one’s short-term needs but cannot give long-lasting happiness. Seeking a pay hike becomes an addiction from the start of one’s professional life. One is always asking for more. On completion of a year in the job, people start crying for an increment. Why? Because the work has probably made them miserable, and they wrongly feel that more money can rid them of that misery. Demanding more money soon becomes their nature, because they are under the misconception that an increment will make them happy. Little do they realise that in constantly seeking this route to temporary satiation, they are only continuing to be miserable and compromising on being truly happy in life.

There are billions of people on this planet, and the meaning of true happiness differs for each person and so do the ways of attaining that happiness. We wrongly assume that everyone experiences happiness from a pay raise and a decent salary package. Only some people in pursuit of true contentment seek out happiness at work.

The souls of human minds seek happiness only when they fail in their pursuit of job satisfaction. When they resign due to disengagement and dissatisfaction at work, and then re-negotiate their salary to remain on the same job, they are not even remotely close to putting an end to their misery. What is true happiness and contentment? Sit back and give it a thought.

                                                    
The author Sanjay Srivastava is the vice president-corporate HR (CHRO), Modern Insulators, Mumbai

The post Does 25% hike in pay give 25% more happiness too? appeared first on HR Katha.

For the discerning, the IPL offered many CPL, that is, career planning lessons. In every stroke, in every ball bowled and every catch taken, there was a larger narrative at work. Hopefully, as the dust settles after yet another pulsating season, we will be able to replay those insights in our minds, as we go about our very own innings in the corporate world.

Lesson 1 from Yashasvi Jaiswal — ‘Dreams can come true’

Yashasvi Jaiswal won the emerging player of the tournament. His has been an astounding story of ascent. Only a few years ago, Jaiswal, who comes from a humble background, could scarcely have dreamt of rubbing shoulders with his heroes. However, he was determined to get there, and was willing to undergo all kinds of hardships to carve out a place for himself. He also had an unshakeable faith in his own abilities. After all, it is this faith that helped him migrate to Mumbai, work odd jobs, sleep on the grounds with the ground staff, and relentlessly practice till he got discovered. The rest, as they say, is history.

We all have dream jobs on our horizons. Yet, very few get there. It is one thing to have an organisation to aspire towards, and quite another to engage in the necessary rigour and undertake the required sacrifices to get there. Often, dream jobs remain at the level of dreams — tantalisingly out of reach. People frequently give up mentally, even before they begin, thinking the destination is too far, and that the journey will cost too much, and that they will eventually fall short in terms of the required skills. Jaiswal’s journey, however, is a rousing ode to never letting go of dreams. As the IPL often shows, ‘keep chipping away, and any target is reachable’.

Lesson 2 from Mohit Sharma — ‘Improbable comebacks are possible’

If Jaiswal was at the beginning of his journey when this season began, the veteran Mohit Sharma was staring down the barrel. Not picked at the auction, Sharma surely must have been hugely demoralised. Yet, he courageously hung in there. He was given an opportunity as a net bowler by the Gujarat Titans. Having represented India, he could have viewed this as an affront to his skills. He, however, humbly took the job, and diligently waited for the tide to turn, honing his skills in the nets as time passed by. After his team had problems with their bowling he was called in at the death. Needless to say, he grabbed the opportunity to return to the spotlight with both arms.

As age begins to catch up, people often think it is the end of their careers. They tend to lose hope, belief and the will to continue. It can be a difficult phase, because it is coupled with the realisation that one may no longer be relevant. However, as Mohit Sharma demonstrated so brilliantly in the Titan’s run to the final, an experienced hand can have much to offer — The calmness of having seen high-pressure situations before; the decision-making capability of knowing when to unleash which asset, and so on. The onus is on such experienced people though, to keep the self-belief going, and not look down upon any assignment, which comes their way. Mentally, they need to merely reframe the opportunity as a door to their ‘big time’ again.

Lesson 3 from Ajinkya Rahane — ‘Perception can be changed’

Over the last few years, Ajinkya Rahane has been unfairly labelled as a ‘plodder’. While his technique has always been impeccable, there was a general consensus emerging that he wasn’t made for the hustle bustle of T20 cricket. To say this was unfair would have been an understatement, but that’s the way perception works sometimes. Rahane took it upon himself to correct this opinion, and he emphatically did so this season. He came out, guns blazing in every single innings. To the surprise of many, he was amongst the players with the top strike rate in the tournament. He actually managed to pull a fast one on those who thought him slow!

People tend to build an aura around themselves as they go about their jobs. Employees can get slotted into categories such as ‘thinkers’ and ‘doers’. This classification, often arbitrary, can be unjustified to put it mildly. That does not mean nothing can be done about it. The easy choice many take is to begin afresh somewhere else. However, if the current environment is a coveted one, things can still be done. The onus lies with the employee. If slotted as a ‘doer’, a series of presentations and reports — pertaining to matters of strategic importance to the company — can ensure people sit up and take notice. The concept of rebirth applies far beyond mainstream religions, to corporate careers too. Rahane has shown us how.

Lesson 4 from Akash Madhwal — ‘Skills can be transferred’

Akash Madhwal’s story is a truly riveting one. Till the age of 23, Madhwal had only played tape-ball and tennis-ball cricket. The Kookaburra white ball reality of the IPL, may have seemed another universe in itself. Even if that was an apparent disadvantage going in, Madhwal had picked up some very useful skills in the format he was playing. A nuanced understanding of bounce; the ability to defeat batsmen with a deceptive change of pace; the necessity to stick to an accurate line and length; the knack of delivering spot on yorkers under pressure —Madhwal brought all of these skills to his Mumbai Indians team with aplomb. His transition was totally seamless — no pun intended!

Frequently, people spend a lot of time in a particular field. They are unable to expand their career horizons, primarily due to a fixed mindset that they belong only to one specific domain, and that they will not find a place elsewhere. This can restrict career options and growth. However, if one examines things at a deeper level, one finds that several fields call for the same set of core skills. The language, grammar and intricacies may differ, and yet, with the determined person that engagement is only a matter of time. For instance, the hospitality, airline, and banking industries, may have more in common than they think, especially when it comes to customer service. All they require are confident candidates who are assured in their ability to translate theirr skills. Then, as Madhwal’s first name implies, the sky is the limit.

Lesson 5 from MS Dhoni — Leading while staying behind

Finally, no talk of the IPL, can ever be complete without a mention of MS Dhoni, the man whose name has become synonymous with the tournament itself. Dhoni led from the front for many years. His finishing prowess was the stuff of legends. However, with age and maturity, he has redefined his role in letting others around him take the centre stage and shine. He has backed and empowered them to take their own decisions in moments of crunch. His calm demeanour at all moments rubs off on his team mates, who are able to handle pressure better. Standing behind the stumps, in his wicket-keeping position, he is truly the ‘the wind beneath the wings’ for Chennai Super Kings (CSK). And he is perfectly poised to continue in the same vein for some more time.

Dhoni’s case presents an example to leaders who wonder about their changing role, as the clock begins to tick over. Clearly, what was once their special talent may be declining, but that does not mean they still can’t inspire. Letting others in on the act, not just boosts the confidence of the team, but also increases the probability of winning — not just on the pitch but in the boardroom as well. The concentration then shifts to creating a conducive environment in the team, and focusing on processes that ensure long-term success, even if they may sometimes fail. The leader, just like Dhoni from his vantage position, also becomes a closer observer of his team and the surroundings. His experience becomes key in terms of spotting major patterns. Once a King, he now assumes the role of a sage, though that’s not too bad considering it helps his team experience highs.

To conclude, these are only some analogies but the idea is to see parallels, on the field, to situations at the workplace. In doing so, one just may discover the secret code to becoming an ‘impact player’ on the employee roster.

The post CPL derived from IPL? appeared first on HR Katha.

However, the big question is how workplaces and leaders are facilitating a working employee-engagement system that is robust, flexible and scalable.

Before answering that question, we should understand why employee engagement has become so important in the workplace. What are the factors influencing engagement in an organisation?

The importance of employee engagement in the present corporate scenario

Organisations have always strived for revenue generation, values and work culture success. And these are only achievable through a workforce invested in a common goal and engaged in a way that makes the workplace sustainable.

Why has employee engagement become so critical? A Gallup report has found that 85 per cent of employees are disengaged in the workplace. That is a huge number when it comes to constantly improving engagement in a work environment. I have been in this field for quite some time now, and I have witnessed where the gaps are. Speaking from experience, one has to realise that employee engagement was a nice thing to have earlier. Today, however, it has become a necessity. There is a need to act swiftly in this new era of working and take measures to make sound decisions.

First, have a solid understanding of what employee engagement is and how it drives the organisation. Second, determine employee engagement’s ‘what’, ‘when’, and ‘why’ factors.
And third, go for the best solution for the organisation.

A few of the top reasons why companies invest more in employee engagement include the following:

Increased productivity — Engaged employees are the best performers and generate the desired outcome.
Higher retention rates — Employees love the workplace and are positive about their work culture.
Enhanced customer satisfaction — Employees who feel satisfied with their work invest more time and energy. As a result, resolving customer queries and difficulties becomes the top priority, increasing customer satisfaction levels.
Satisfied employees — When employees are engaged, they are satisfied with their leaders and the work culture. One of the key factors is the timely appreciation for all the good work they do.
Lower absenteeism — Engaged employees are more committed to their work and bring in the necessary enthusiasm to go that extra mile.
Improved Innovation and Creativity — Employees engaged in a workplace find unique solutions to problems with a different approach and become more creative with their work.

The right attitude and leadership style are critical to achieving an engaged workforce. There is no need to try very hard. All that is required is to have the right action plan and work towards successfully implementing it.

Employee engagement across all industries and types

Since the inception of our platform, the aim has been to improve the overall picture of employee engagement by doing something revolutionary. We are trying to cover all the industries and types that exist in the corporate world by creating a solution that fits everyone.

The idea has been fruitful till now, and we are expanding as much as we can by strategising and evolving our product by making it more flexible and easy to use. The biggest factor has been the client feedback, which gives us a clear idea of where to improve as a platform. It allows us to work on the shortcomings and brainstorm many ideas that will increase the overall usability of the platform.

Improving employee engagement with a people-first culture

As per studies, a significant 72 per cent of businesses agree that recognising fellow employees does impact engagement positively. Employee recognition has been the driving force behind a workplace that has achieved a people-first culture. They emphasise on their employees and cater to their growing need for appreciation without giving any second thought. But what exactly do we mean by employee recognition?

Employee recognition is the act of acknowledging the employees for their contributions and dedication. The contribution can be anything from daily tasks, teamwork efforts, ideal behaviors, or how they do things.

Often, organisations tend to blindly dive into their recognition programme. So, to better assist them, we created a tool to tackle the roadblocks while designing an employee recognition programme and building a solid foundation. The tool aims to provide a quantitative assessment of a recognition programme through which organisations can take actionable steps in making better decisions to improve recognition.

The AIRe framework is Vantage Circle’s proprietary methodology for designing and assessing recognition programmes. Short for Appreciation, Incentivisation, Reinforcement, and eMotional connect, AIRe, as a tool, is developed on these four essential pillars that enable companies to drive engagement in the workplace.

Recognition is not the only building block for a solid employee-engagement framework. Employee well-being is a critical component as well. It is important to create a safe working environment where employees feel comfortable approaching their peers and managers. Therefore, leaders must embrace mistakes made by employees and provide them with learning opportunities. This will allow them to create a workplace culture that values employees’ thought process and boosts employee confidence.

Furthermore, measuring employee experience is a tedious task. One must cater to their needs, listen to what they say, and empathise with them in order to do so. That is only possible by paying attention to employee feedback, which is another essential component of employee engagement. Giving employees an equal voice will make them feel empowered and valued, which is necessary for long-term engagement.

Expected changes in the employee engagement scenario in organisations

The main goal of Vantage Circle’s holistic and structured approach is to achieve authentic and impactful recognition. The authenticity of recognition is realised through leadership’s focused commitment, inputs, and investment aligned with execution. Our platform ensures that recognition is impactful to the core by linking desired behaviours with business objectives, optimising programme design, and focusing on measurability and ROI.

We have been taking a comprehensive approach to workplace culture and practices by addressing both the employer and employee perspectives, resulting in a virtuous cycle of workplace culture and practices. The structured approach ensures that the recognition programmes align with the company’s core principles by repeatedly reinforcing the company values through the defined metrics.

The author, Partha Neog is the CEO and co-founder of Vantage Cirlce

The post Defining employee engagement in the workplace appeared first on HR Katha.

However, with Covid having receded and people immunised, it has obviously taken a strong hold, with many enterprises allowing their employees to choose their workspace – whether they want to work in the office, remotely, or in a hybrid work model – while few have opted to let their employees work-from-anywhere permanently.

According to PwC’s India Workforce Hopes and Fears Survey 2022, about 81 per cent of employees in India believe that their jobs can be done remotely. Almost 73% of the occupiers in India are evaluating hybrid working arrangements going forward, according to the ‘2022 India Office Occupier Survey’ by real estate consulting firm CBRE. Since the epidemic, the number of remote job posts on LinkedIn has also grown by over five times. Better frameworks and policies from the government are coming in place to properly regulate and make continued work-from-home feasible, while an area where planning and implementation is an absolute necessity is guidance for adapting to prolonged remote online work.

At HealthWorksAI, our mission has been to achieve productivity through engagement by employees regardless of where they operate from. The work-from-anywhere culture has benefited us as well as our employees. Companies no longer need to provide office equipment and physical infrastructure, which reduces the costs of maintenance or services and helps redirecting the operational expenditures to other strategic investments within the organisation.

When an employee works from home, she or he is in their respective comfort zone, which has several encouraging effects on the outcome. There is no need to leave home early with the intention of arriving at the office on time, packing office supplies such as bags including a lunch box, and even dressing up! Also, remote working for employees with physical disabilities or mental health concerns can drastically improve their lives. Not only are their own homes more equipped to help them thrive while working, they’re also able to provide themselves with adequate self-care as needed.

Work-from-anywhere culture promotes work-life integration to yield positive results. Our employees communicate with peers and supervisors electronically; holding virtual meetings helps protect the environment by reducing automobile emissions and carbon footprints. This benefits the environment and can help position companies as good corporate stewards.

But there are a few drawbacks too of virtual communication – one of the major challenges being collaboration – the key that builds a team on the foundation of relationship among the employees and ultimately an organisation. Groups and individuals are impacted by continued remote work that doesn’t offer or permit a setting conducive to camaraderie and partnership. In a world where everyone is connected through technology, it is difficult to disconnect both digitally and physically which, in turn, poses a serious issue of being overburdened with work and becoming burnt out. Doesn’t all work and no play make Jack a dull dude and Jill a gloomy gal?

But today’s youth is much more aware of their priorities in terms of mental health, work-life balance and social issues, and has a completely different working style than what existed even a decade ago. As a result, it has become critical for organisations like ours to adapt to changing times in order to focus on the employees’ needs while maximising productivity. During the pandemic, we too transitioned to an office-less model and then a ‘no-office-at-all’ version, leveraging the benefits of this growing work-from-home culture. We have always believed in employer-employee trust and mutual respect and hence the transition to work-from-anywhere has been smooth.

We have also come out with multiple democratised ways to ensure continuous interactions and team collaborations. One such unique and interesting concept is of the ’Portable Office’ that focuses on employee bonding through weeklong work retreats at different destinations like Goa, Mussoorie, etc, once every quarter! Our employees travel to the retreat location from more than thirty different home locations, be it a village, town or city, traversing states and districts, to socialise with the organisational herd, ultimately recharging themselves and cherishing the companionship of their colleagues, otherwise visible and or heard on digital screens!

These retreats involve working from a co-working resort or a bleisure hotel, aligning with one of our stated company values – ‘Work Hard, Play Hard’! A combination of slog and fun, these work retreats provide an avenue for employees to huddle face to face, addressing needs of socialisation and carrying our company culture forward in the physical format – from all hands meetings, OKR huddles, peer knowledge sharing sessions to sight-seeing and DJ nights – we have it all. To facilitate and promote the health dimension, we have baked in mindfulness sessions and fitness-driving games. And not to forget, the invitation to our ‘Portable Office’ is extended to those who have been offered by us and are yet to join!

The author Sujitesh Das is an HR professional and COO, HealthWorksAI

The post Portable Office: A Dream Concept to Reality appeared first on HR Katha.

Even the expected expressways to the top corporate echelons such as B-School Education don’t seem to provide the same traction and pace to female professionals as their male counterparts.

A recent research study published in the journal Organisation Science, earlier this year, suggests that undervaluing high-achieving women is one likely culprit. The authors surveyed former and current hiring managers and recruiters to evaluate a set of candidate profiles that were overqualified for the given jobs and consider them for the role. Since recruiters seldom systematically record their reasons for rejecting an applicant considered for a position or promotion, the researchers authoring the study used this experimental method for their analysis.

They concluded from their findings that recruiters are more comfortable accepting women applicants to positions that they are overqualified for, compared to their male counterparts. The reason is gender-biased assumptions about loyalty, ambition and commitment. Although this may seem like a positive insight at first, it ultimately means that even highly-qualified women tend to be paid less for performing the same roles as men of equal merit and functionally the same skill sets.

What are the assumptions?

Men are more competitive & ambitious: People, in general, are likely to assume that a man would be more competitive, ambitious, and egocentric about his career progress compared to a woman with practically identical qualifications. Such assumptions are rooted in gender-stereotypes, which in turn, stem from norm-prescriptive parochial sociocultural beliefs and a traditional gender-essentialist notion of attitudes and personal values.

Women are less aggressive & adventurous: The classical typecast of women being considerate, caring, compassionate, conciliatory, and cooperative and men being aggressive, competitive, expeditious, and adventurous, though significantly eroded in its direct traditional form still manifests in myriad insidious ways, not in the least prominent, in the corporate sector.

Men are more likely to switch for career advancement: The study showed that the general opinion of people is that men give more importance to advancing their careers than staying in a particular company. It found that extraordinarily highly-qualified males were perceived to have an average 19 per cent higher likelihood of switching jobs when a better opportunity presents itself than those with just the adequate qualification for the given role. Men with exceptional qualifications are seen by hiring managers as being mercurial with their jobs. Hence, overqualified men are often rejected by recruiters for the simple reason that the latter believe that such candidates would likely jump ship at the first better opportunity.

The study reported that male candidates who possess exceptional qualification for a particular designation have a 25 per cent less chance of being hired vis-a-vis comparatively less but sufficiently-qualified female candidates.

Women are inherently loyal: On the other hand, people are generally not anxious about the likelihood of women departing from a workplace to seek greener pastures. Although, people believed in the correlation between exceptional candidature and career commitment, they ascribe a different priority order of matters to women. Hiring managers treat extraordinary qualifications as a strong sign of career commitment for women as well, yet take their persistence at the firm for granted, assuming that women candidates are inherently loyal to the firm. The findings of the study indicated that exceptional women are viewed as 20 per cent less likely to leave the firm and 26 per cent more likely to be consequently selected for the position, when compared to their male counterparts.

Thus, in general, recruiters tend to assume that overqualified male applicants would be likelier than overqualified female applicants to switch in the future, due to a difference in the general perception of characteristic attitudes, thus favouring the latter while hiring.

While men are seen as career-committed – inherently ambitious and hence likely to use the job as a launchpad or accelerator for their careers —even highly-qualified women are taken by default to be firm-committed and less likely to switch to more lucrative opportunities.

The assumed dichotomy of women being collectivists and men being individualists leads to women being critically scrutinised for their career-loyalty and men for their firm-loyalty. This essentialist typecasting belief in men being ambitious, individualistic and competitive and women being loyal, community-oriented, and attached could potentially stagnate women’s career growth within the firm, making them less likely to receive a raise or promotion, thus reinforcing the gender pay gap and the glass ceiling.

Women tend to compromise on pay: Women tend to hesitate more compared to men when asking for their due credit and rewards out of fear of being typecast. Many feel that demanding competitive compensation would earn them labels like being deemed as ‘bossy’, ‘dominating’, or ‘demanding’. Such stereotypical labels are used with an unfair skew against ambitious women. Women are likely to settle for underpaying jobs as well as more inclined to continue in roles under their worth out of fear of adversely affecting their relationship with their work-peers. Recruiters perceive that attachment with colleagues and coworkers can keep women from leaving their workplaces, and may attempt to leverage the same to retain them at stagnant compensation. The economic gender disparity is thus fuelled by a gender disparity in behavioural expectations.

What can women do?

Be self-aware: It is thus important for women to be self-aware of their qualifications, not underestimate their profiles, and be cognizant of their suitability for a given role. Female candidates should consider benchmarking themselves against their counterparts, proactively seek multiple opportunities, and insist on getting their deserved due rather than settling for a less-rewarding role or opportunity. It is important for candidates to be mindful of the trade-off between stability and rewards and the fact that stability and stagnancy are often two sides of the same coin in the modern hypercompetitive corporate milieu.

Firms that assume that female employees will stay constantly with them irrespective of their skill and experience, do not do due justice to their competency. Their unfair treatment hinges on the belief that women are by their very nature, too emotionally invested to seek an advantageous position elsewhere. Hence, with women employees, companies often pass on providing usual retention measures such as raises, promotions, and bonuses which are preemptively deployed to prevent employee decamping.

Explore multiple / diverse job options: Highly-qualified women employees could consider exploring diverse employment avenues and actively seek out other opportunities, leveraging the same in order to bolster their likelihood of getting promoted to better-deserved positions. However, the fact that multiple dimensions of gender bias are also encountered in the hiring process in general, compromises the same leverage and compounds the problem of women professionals being taken for granted.

The study found that most recruiters view it as a favour to offer low-paying jobs to highly-qualified women as they assume that the job being offered by them itself is an escape for the women from an (even more) underpaid job. Thus, absolute and relative disparities form a self-fuelling feedback cycle.

The likes of the said assumptions are made spontaneously, owing to our ingrained notion of gender essentialism, which is a result of sociocultural conditioning, something every human experiences to varying extents, degrees and specifications depending on their social context and lived experience.

These biases become internalised over time and crystallise into our second nature. Biases are inseparable from human decision-making, especially in the context of prevailing urgency, as in the case of recruitment processes. Our mind is wired to try to discern spontaneous patterns in limited data by filling the gaps based on our past experience.

What can employers/firms do to ensure gender equity?

Periodic reviews: For a firm, standardising and periodically reviewing its recruitment, assessment, appraisal, promotion and retention process will go a long way in bringing about gender equity.

Objectivity in hiring: The human element in the hiring process should be moderated with much-needed objectivity. Informal evaluation of profiles by the discretion of individual hiring managers relies heavily on instinctive assumptions, making such a hiring process prone to prejudice and biases. Interviews should be preceded by objective assessments of aptitude, personality, and relevant technical skills and competencies.

Administering such standardised psychometric and merit tests will help minimise the influence of perceptual biases in the recruitment process as it would bypass the need for the hiring managers to make a multitude of subjective assumptions in a short span of time owing to constraints of time and access.

Establishing two-way transparency: HR managers should focus on gathering direct insights into the goals, motivations, and expected career trajectories of their employees through constructive and encouraging interactions. By inquiring with their prospective and existing employees in an unambiguous, stigma-free, and supportive manner, companies can map respective short-term and long-term objectives and establish a two-way transparency with their employees. It would thus facilitate the task of checking the alignment of ambitions and establishing a roadmap of achieving shared goals.

Gender blindness: Being consistent, objective and gender-blind in hiring and promotion-related decisions will also help an enterprise curtail attrition and optimise its human resource utilisation. By precisely matching their talent to relevant roles, firms can enhance compatibility and job fulfilment of their women employees, thus curbing the risk of losing them to rivals.

The research discussed afore, illustrates one of the systematic barriers that women face at every stage and in every sphere of their lives. Stereotypes and structural dichotomies serve as impediments to the socioeconomic progress of women. The process of recruitment should be based on the candidate’s competency for both ethical and utilitarian reasons but studies clearly indicate that this isn’t often the case in reality. Employers must, therefore, put in due effort to proactively take cognizance of these pernicious intrinsic biases and work towards avoiding their influence on their hiring process.

The author, Pitamber Kaushik is a student at XLRI Jamshedpur, pursuing PGDBM (MBA).

The post How selectively favouring overqualified women in hiring is undervaluing them appeared first on HR Katha.

It is all of these and something more. A factor that is more important than others — hiring of the right people for the team.

A 2013 research paper published in the Journal of Management noted that 60 per cent of new ventures fail due to problems with the team.

People are the lifeblood of every organisation, but it is especially true for startups because of the endless stream of critical challenges they need to overcome through the various stages of growth. The same business challenge that would barely unsettle a mature organisation could easily bring a startup down to its knees. Often, this is because of the relative shortage of high-quality management bandwidth available in a young organisation.

Additionally, a significant number of startups also tend to focus on disrupting their industries by attempting to create ground-breaking innovations. In this single minded pursuit, they tend to focus overwhelmingly on hiring precisely the people who will directly work on these innovations, disregarding other functions, skills and competencies.

Defining roles and hiring high-quality people for them is crucial at every stage of a startup — right from the early stages when the initial set of people give shape to the company’s vision and culture, to the later stages where a startup goes through rapid capital infusion (often through investment rounds) and corresponding growth, and suddenly has to hire hundreds or thousands of new people with varying skills and competencies.

While a number of hiring frameworks exist for young firms in the West, practising entrepreneurs know that those frameworks may not succeed in India. The reasons vary from differences in social and cultural norms to personal motivations. In fact, there are distinct socio-cultural norms even within different cities of India, and founders who have built a high-performance team in Delhi may find the terrain to be significantly different in Bangalore or Chennai.

Regardless, we can draw some important lessons from research into hiring for startups. Some researchers argue that all startups that need to achieve the desired results need a team that has the right blend of two skills — technical and business. The technical team innovates, while the business team takes it to the market. An empirical analysis published in the Harvard Business Review showed that companies or startups equipped with both business and technical skills ‘are disproportionately more likely to introduce new-to-the market innovations,’ than companies that have only one of these skills.

However, not all firms equipped with both types of skills are able to profit from them. Firms profit disproportionately from a mix of business and technical skills when the founder has the technical knowledge and employs additional business experts.

There is another way to look at the skills diversity needed for startups. When hiring for an early-stage startup, founders should make sure that they check for two specific types of people — creative problem solvers, and process minders or those who make sure that the work happens as per expected timelines. While all managers are by definition process minders, even technical hires in a young startup have to demonstrate a high level of ownership and self-sustainability, simply because of small team size and limited executive or managerial bandwidth.

The last point cannot be emphasised enough. All startups need employees who can function with a high degree of independence, are ready to take ownership, and have a solution-oriented mindset (they don’t find ways to blame delays or poor execution on lack of resources, but rather find ways to work around the constraints). The entitled bunch — who demand full resources, human and non-human — tend to become obstructionists, who then struggle at a startup.

Of course, the founders’ job is not just limited to identifying and recruiting the right people. They must also put strategies and processes in place to nurture and retain good talent. Research has shown that talented employees will stick around for a few reasons — they can visualise the social or business impact of their work; they feel their good work is adequately appreciated and rewarded; and finally, they find learning and development opportunities to grow in their career, not just through formal training programmes but also from their equally or more accomplished peers.

In my experience, one of the most powerful ways to make talented employees feel appreciated is by involving them in strategy building and decision making at appropriate stages. Instil in them a sense of ownership and mutual purpose and offer them ample room to grow. That’s the mantra that will take you forward.

The author, Atul Arora is the MD of Equipped.AI, a global analytical intelligence and software company.

The post Why startups need to pay more attention to hiring right appeared first on HR Katha.

On asking him why he had started looking for a new job in the first place, he narrated the circumstances that had pushed him to it. Apparently, many of his peers had quit because of which his workload had multiplied to almost triple the regular amount. Since the manager seemed to be least bothered about his plight and oblivious to the team’s suffering, my cousin had decided to look at prospects outside. He was surprised by how things turned out. He had four offers in less than a month. Spoilt for choice, he was left to decide on the offer that was most suitable!

There are many like my cousin who are now making the best use of the current labour market scenario. Some of the major IT players are losing close to 40,000 employees due to attrition, annually. Similarly, the medium-sized IT/ITES firms are experiencing close to 30 to 35 per cent attrition. Even the traditional sectors are losing some of their best employees in this ‘wave’.

What are the reasons behind this ‘intention to quit’? What can employees and organisations do in such a scenario?

Employees’ point of view

Cyclical labour market dynamics: It is always good to ride a wave when it is going up. That is when many employees can maximise their salaries, get into their dream companies, and receive better positions and roles. However, for those jumping ship when the wave is on a downward trend, it is “LIFO – Last in First Out” in many companies. So, the signals to watch out for are, ‘less hiring numbers’ and ‘optimisation of talent’ at startups. These are signs for employees to just hold on!

Evolving workplace: A few organisations will work fully from office (remember the mail from Elon Musk!), while some may go hybrid, and yet others may continue to work from home. For those with some commitments (to take care of immediate family, inability to commute, remote working, etc.), it would be a good idea to think twice before taking up a new offer. The work policies in the new organisation may be still evolving, leaving one with less control over workplace preferences.

Social capital: In the absence of a real reason to quit, it is best to give a thought to what one is leaving behind — in the intangible form. Credibility, past performance, relationships, and the extended network are just a few of the intangible assets one would have to let go, and these take time to build in a new organisation. With remote / hybrid working, it is going to take even more time and effort. Those who stay on for long may have an edge over many matters, including key projects and better growth.

Organisation’s point of view

Organisations are struggling to meet their business demands due to increased attrition. The issue is almost snowballing into a crisis. How can organisations manage this in a more structured manner?

Manpower optimisation: Is the existing strength really required? Can new technologies be brought in? Can individuals be provided enhanced responsibilities and growth? Seeking answers to these questions can help organisations be more nimble and agile. This would not only help current employees scale up but also help hire the right talent at the right cost. For instance, many are paid a lot more for the roles they are handling, primarily because of legacy issues.

Talent analytics: A clear view of the high potentials and performers can help identify the real cost of attrition. On an average, loosing a high potential or performer will have more than 10x impact on the firm. Organisations need to be aware of such talent and provide them with a much more wholesome experience in addition to rewards.

Hiring from troubled employers: Often employers will have to look at companies that are struggling within and outside the industry. At any point of time, there will be good talent coming out of such companies, and often it is a lot easier to hire them.

Clear employee value proposition: Research shows that even in these difficult times, only 25 per cent of large / mid-sized companies have articulated their employee value proposition (EVP). A strong EVP will send signals to current and prospective employees about the organisation’s strengths and status, making the organisation stand out.

Investment in managers and HR: The power of managerial effectiveness cannot be ignored. Fair and engaged managers are two of the factors that can make employees ‘stay’. If the HR is to ensure employee engagement, they need to be engaged first!

The author Sandeep K. Krishnan is a visiting faculty at IIM Ahmedabad.

The post The Great Resignation: A Devil’s Advocate’s View appeared first on HR Katha.

Typically, neither the organisations nor the employees are leveraging benefits from a solid corporate alumni relationship to its full potential. When companies contribute to their alumni networks, the value to both parties can significantly increase. Few organisations such as Mckinsey, PwC, Deloitte, Microsoft, Chevron, HSBC, Accenture, and so on have a sound strategy for keeping in touch with former employees.

The alumni of the organisations are amongst the best channels of external communication and branding, resulting in long-term business success. On the other hand, few alumni realise how beneficial former employers can be to their careers.

In an era where employees switch jobs frequently, lifetime employment is no longer the norm. However, establishing a corporate alumni network requires relatively little investment, and is the next logical step to maintaining a relationship of mutual investment, mutual benefit, and mutual trust.

Cost saving: Having a structured alumni programme helps the organisations in talent acquisition. After all, the best talent does not come cheap. This is where referrals come into play. Of course, rehiring of former employees is amongst the best options.

Not only do they offer an outsider perspective on process improvements based on their newly-gained skills, but they are already familiar with the organisation’s culture. They require very little or no training.

Source of knowledge: About 68 per cent of organisations report that up to five per cent of new recruits are alumni rehires. They are not just easy to onboard, but act as the best source of competitive market intelligence, industry best practices, and a holistic view of the organisation, which may be lacking in the present employees.

External perspective: Boomerang employees can help the organisations receive an external perspective. This will ultimately help in value generation as organisations can leverage the knowledge, research and expertise of their alumni.

Brand advocacy: Referrals by alumni can help in better brand advocacy and fill the vacant roles quicker. Organisations can leverage their alumni network to get in touch with candidates who may be the right fit for the position. Again, an alumni network easily saves cost in hiring value.

How to establish and sustain an alumni network?

Step 1: To lay a strong foundation for an alumni network programme, one needs to first understand the as-is position in one’s organisation. This should be followed up by identifying the best practices in the industry, especially in the competitor organisations and top educational institutions.

Step 2: The data collected should be used to understand what works best for the organisation, based on the industry’s culture, needs and nature. Here, the primary target audience are the corporate alumni. Building various personas of alumni based on their demographics can be an added value, as it can lead to precise interventions, which can add more value to the specific segment of the alumni persona (based on gender, location, educational background, seniority, interests, and so on).

Step 3: Consequently, organisations must also set up an alumni team and assign roles and responsibilities to each member. This should be followed by designing a roadmap for implementing the alumni network strategy. This strategy can be divided into quick wins, short-term and long-term actions, based on the implementation timeline, helping the alumni team identify how to frame the activities for the annual calendar.

Step 4: The hygiene factor for any organisation to establish an alumni network is an alumni portal, where former employees are invited to create a profile, post their employment separation. They must be encouraged to update their profiles from time to time. This will ensure regular updation of the database. It will help the organisations engage with their new alumni by sharing company news and information and sharing newsletters or alumni stories, both via the portal as well as by sending mailers to the former employees.

Step 5: Organisations can further engage with their alumni via keep-in-touch programmes, virtual birthday wishes, virtual events or webinars, sending the invitation for networking opportunities, Ideathon, and CSR events. Most organisations do not offer an alumni referral programme, so this can be an opportunity for recruitment that can yield a good result to get the best talent quicker.

Step 6: Additionally, organisations can offer an opportunity for preplacement interviews for employees who leave the organisation for higher education. This policy can benefit both former employees and the organisations. Organisations can gain access to higher-skilled talent, and the former employees will get a sense of job security.

Step 7: Organisations must also actively form and engage with the corporate alumni groups on social media such as LinkedIn or Facebook. Most importantly, it is essential to brand the existing initiatives so that organisations can enhance their employer brand and attract more alumni into the network.

To summarise, the greater the value of a corporate alumni network to a company’s brand, the easier it is to leverage that network for hiring, network intelligence and customer referrals.

They are the best brand ambassadors for promoting the organisation and help build better credibility, which cannot be replicated via advertising channels, social media, or other campaigns.

Alumni Networks form the lesser tapped channels for organisations to explore and create mutually beneficial avenues.

The author, Sneha Kamath is the University Talent Partner at Adobe. 

The post Leveraging the corporate alumni network for business success appeared first on HR Katha.

At over thirty thousand feet in the air, one’s passenger seat is much like a secluded ‘cocoon’. The interruptions of the outside world are put on hold. No pesky calls or messages. No uninvited intrusions upon one’s time and thinking space, and no in-laws visiting either!

So, given this gift of temporary isolation, how do you choose to spend that time?

I, for one, find this elevated perspective particularly exhilarating when it comes to the process of ideation.

There’s something irresistible about having one’s feet up in the clouds. Add to that the presence of a serene environment, enabling one to literally hear one’s own thoughts. Surely there’s more to be made of this. Here’s looking at some things you may do, to land with more than you began the flight with.

1. An actual pad & there’s ideas to be had

At the height of human technological prowess, it may seem counterintuitive to pull out an archaic writing device. However, scribbling pads, and blank ones at that, have the knack of giving a different perspective to thought.

Doodling or scribbling one’s ideas on paper, has the curious effect of breathing a different sort of life into them. ‘Old fashioned’ notions such as imagination, begin to influence one’s thinking. The benefits of this activity are accentuated by using different coloured pens. Cerebral processes then also try and reach the altitudes achieved by the aircraft.

While Socrates had adverse things to say about trapping ideas in the written form, he never quite faced a performance appraisal. On a more serious note, these ‘scribbled sorties’ can often lead to perspectives that can take both the business and oneself to greater heights.

2. Seek things at random, cause sparks in tandem

Many complain that they need a trigger or catalyst to get them thinking. While one is tempted to blame the education system for this, flight time is limited and is better put to more productive use. Look around and seek objects that arrest your attention. These could be inanimate, or for the mischievous ones, human, by design. Then, bring them to bear on the problem at hand. For instance, watching someone leaf through an inflight magazine, could set off a train of thought (even though one is on a plane), around how this could inspire ideas for increasing revenue.

Advertising in the right media may present an obvious starting point. Dwelling on how customers can be made ‘captive’ to one’s offering — akin to how these magazines are sometimes the only choice available for reading — could open up some promising avenues. Moving on further from there, to how the customers can be ‘captivated’, could just add a jet-powered turbo boost to the germinating ideas.

3. Reaching the height of a star, look upon the problem from afar

Creativity always favours the detached point of view. Perhaps there’s no better vantage point to adopt the distant perspective from, than when one is flying high above.

From that place, no excessively cluttered whiteboards are visible, no mails stare back demanding an urgent response, and no irate customers are complaining at the top of their voices.

The luxury of watching one’s problems disappear in the distance can be extremely gratifying. In fact, a sense of spiritual calm descends upon all thought.

One begins to reflect on how little all of this really matters. That ability to extract oneself from the mire of the current situation, always brings with it clearer, bolder thinking. One can appreciate things that really matter — to the business and the self — and that moment of epiphany can often result in some potent directions of thought. The ‘high ground’ sure has its benefits, even if in this case it is in the high skies.

4. Indulge in that nap, get up ready to rap

We seem to live in a work culture, which celebrates battling fatigue and endless toil to overcome challenges at hand. While this endeavour can be well intentioned, it can also make for uninspired, tired thinking. Just as your smartphone and laptop, your mind needs to be recharged too. It almost seems silly to state this, but it is true. Often the time of a flight, offers that little ‘window of opportunity’ to escape worldly woes. A short sleep allows dreams to surface, which make for unexpected connections that lead to innovation —just check with Kekule and our very own Ramanujan.

Even if that doesn’t happen, resting the mind and body, is always a great idea. Perhaps we need to have an official ‘nap time’ during work hours. ‘Sleeping on the job’ can have some tremendously great effects on productivity, and the quality of the team’s thought process and energy levels. That is why, catching forty (or more) winks on a flight, is actually a great and productive investment of that time. Who knows what new possibilities one may wake up to!

To conclude, many are reacquainting themselves with time in the air. The unique environment that this provides, should always be used in ways that best suit our intentions.

While I have listed four possible activities that can be indulged in, sometimes just staring  out of the window, may be the most refreshing of them all.

Happy flying, physically and mentally!

The writer, Vinay Kanchan is an author, brand storyteller and innovation catalyst. His books include ‘Sportivity’, ‘Lessons from the Playground’ &’The Madness Starts at 9’.

The post Getting a thinking ‘high’ when you fly appeared first on HR Katha.

We all have experienced the effects of the coronavirus in one way or other in our lives in the last two years. No one has remained untouched by the fear, grief, unease and insecurity that it has brought into people’s lives.

It forced people to assess their real selves and experience the dark sides of emotions. During this period of gloom, the role of leaders or mentors became more significant than ever before. Their guidance was required to transform and help control these emotions. They required compassion, humility, empathy and care to do their bit.

This article talks about four aspects of such emotions — pity, sympathy, empathy and compassion. Let’s read a story to understand these terms better.

Amber, Badal, Chandra and Dhruv are four friends, who have just completed their MBA and joined four different multinational companies across India. Amber is posted in Mumbai, Badal in Pune, Chandra in Bangalore, and Dhruv in Hyderabad. Just when they joined their respective companies in 2020, the pandemic hit. As a result, all of them started working from home in their respective cities.

On completing six months of their corporate career in December 2020, they decided to get on a video call and catch up with each other and discuss what was going on in their lives.

After the initial exchange of greetings and reminiscing of good old MBA days, they started talking about their work environment.

It was Amber who broached the topic of managers in the WFH setup.

Badal, they learnt, hardly got to meet his manager face to face, as the latter lived in Mumbai while Badal himself was in Pune. He shared that two months ago, he went through a crisis when his girlfriend, Nisha contracted. Between taking care of Nisha and his official commitments, he was reeling under immense pressure. Finally, he thought of discussing the issue with his manager. However, after hearing about his personal problems, all Badal got from his manager was, “I feel sorry for you Badal, but work cannot be hampered because of this. I suggest you manage your personal problems and focus on work,” suggesting that he let others take care of his girlfriend.

Of course this wasn’t the response Badal had expected, and after that Badal vowed never to share his problems with his manager ever again. In fact, he told his friends that he is looking to switch and asked them to let him know of any suitable opportunities for him.

No sooner had Badal finished recounting his experience with his manager, Amber shared his own experience with his immediate superior, which was surprisingly similar. When Amber himself was suffering from COVID, he had approached his manager for help and support. Though he admitted she wasn’t rude and was kind enough to enquire about his health from time to time, she never really offered him a word of support. All she’d say was, “I feel for you.”

Dhruv seemed to be the fortunate one. He felt lucky to have an understanding boss who allowed him the freedom to work as per his convenience. She did not insist on a nine to six kind of schedule. She was aware of the problems being faced by everyone and was full of empathy. In fact, Dhruv was sure that she understood his pain very well. His complain was different. He felt that in being empathetic, his boss often got carried away and failed to make quick decisions. He could recall at least two instances where her being overemotional had held her back from taking firm and quick decisions.

Chandra, who was intently listening to all these stories, admitted he was the luckiest. His boss was the most compassionate and understanding person. He reminded them how challenging the past four months had been for him, first with his parents down with COVID in the US and then his brother struggling to move them back to India amidst multiple restrictions.

He kept discussing his personal issues with his manager and felt good about it. Not only did his manager share his concerns, but also stepped forward to help him in every which way. Chandra felt indebted to him for using his contacts at the Indian Embassy to help his parents fly down to India. Chandra found him to be an authentic leader who is forever available to support his team members through their ups and downs. His manager was very approachable. Therefore, Chandra had shared his worries with him openly and always received a patient hearing. As Chandra admitted, at times, even if there is someone to listen to one, it works wonders in lightening one’s burdens. Clearly, Chandra was full of gratitude for his manager, who had stood by him like a rock.

Things to ponder

“I feel sorry for you”: Badal’s manager had shown pity towards him. He had only felt sorry for him. Amidst emotional turmoil, this style of leadership does not help and may result in loss of good talent.

“I feel for you”: Amber’s manager had shown sympathy. He had felt for him. Sometimes this may work but most of the time such sympathy fails to create trust. People may start judging the leader as a fake empathizer, and this can derail the team dynamics.

“I feel your pain”: Dhruv’s manager showed empathy in the interactions. She could understand the challenges he was facing and feel his struggles. Empathy is important but often, leaders get stuck in the trap of empathy and are unable to take firm and quick decisions. While mirroring the emotions of someone, leaders need to be careful of not being blinded by them completely.

“I am here to help”: Chandra’s manager is a classic example of compassion-led leadership. He makes sure that he is there to help. Compassion is a level above empathy, where the leaders understand the emotions of their team members and also try their best to support them. Compassionate leaders serve as helping hands for their people in their hour of need. Employees appreciate such genuine leadership.

The author, Vivek Saha is the senior manager for talent management and leadership development at Aditya Birla Group. He has also worked with companies such as Network 18 and Godrej.

The post Genuine leaders lead with compassion appeared first on HR Katha.

She was also one of India’s first true creative superstars. She showed many, how a career could be forged along paths, which at that time, were extremely off beat. In doing so, she left us with a plethora of lessons that may help us make the right music, when we embark on career paths in creativity and innovation. Here’s how…

Start early, stay focused

Lataji began formal training at the age of 5, under the tutelage of her father, Deenanath Mangeshkar, a famed musician in his own right. Needless to say, her precocious talent was honed and crafted at a tender age. She recorded her first song at 13 and never looked back.

There was a brief dalliance with acting in films in her early years, mainly due to economic reasons. However, once things changed and she appreciated her true calling, she stayed on the straight and narrow path of playback singing for close to 70 years! A feat only possible for someone with extraordinary discipline. Singing was the heart and soul of her existence. It was her greatest obsession.

In these days of easy diversions, it is very rare to find someone who stays focused. While many show early promise, it is only those who absolutely love what they do, who stay the course. There are several trending videos of young prodigies in various domains, who attain a few moments of fame; and yet, as the years roll on, find that their interests lie elsewhere.

Lataji’s fellow citizen from Mumbai, Sachin Tendulkar, is one of the rare cases whose promise was evident even at school level. His talent, determination, and unwavering love for the game ensured a glorious career when he graduated to playing for India as well. Starting early can help careers reach a crescendo, but only if one stays focused.

Quieten the naysayers

Early in her career, Lataji faced scepticism from the cynics. They felt — quite unfairly, given her Maharashtrian background — she would not be able to sound off Hindi lyrics in a phonetically correct manner.

However, rigorous practice with her trainer, Ustad Aman Ali Khan, coupled with developing the mindset and habit of closely observing how those who were conversant in Hindi and Urdu would speak, she was able to emphatically shut off all other voices, whenever she took up the microphone. The proof that she could do, what they doubted she would be able to, was all too evident to hear. And the shattering of those barriers may have sounded all the more pleasant to her ears.

Innovative and creative voyagers have to develop a thick skin for the words of naysayers. The very idea of being creative, is to walk a path different from the norm, and is a target for easy criticism. All great innovators have had to suffer and combat this. Usually, the harshest criticism comes early. And how a person is able to counter this and emerge stronger, goes a long way in determining their success. Einstein was told by his teacher he wouldn’t amount to much. Zidane, initially tried to play football for Algeria; and was told he was too slow. Amitabh Bachchan was informed that his voice would not even be suitable for a radio announcer. It is fortunate for the world, that these men were able to rise over that cacophony of useless opinions.

Embody a different perspective

Many of Lataji’s most famous and iconic songs, have her trying to capture the feelings of either a doting mother, or a loving wife. This, she managed to do like few others had done before, or anyone has managed since. Yet, both those roles were not part of her own life experience. Her ability to deeply see things through the eyes of the character she was singing for, ensured she would develop the appropriate empathy and perspective. This enabled her to really put ‘the soul’ in all those songs. Her voice became synonymous with the expression of those emotions. This was truly a creative act in its purest form.

A lot of innovative ventures are innovative because they are able to put themselves in the customer’s shoes, and see how things feel from that side of the table. This allows companies to really address their (the customers’) pain points.

When Flipkart introduced its ‘cash on delivery’ feature, it was a game changer in India. It showed that the organisation understood how reluctant Indians were to swipe their credit cards online, especially in the early days of e-commerce.

Developing this ‘out of one’s own body’ perspective, is a key skill to hone for all those chasing creative dreams.

Always demand your just dues

Lata Mangeshkar was way ahead of her times, when in the sixties, she asked for royalties for her songs. This was absolutely unheard of at the time. Her stance made her unpopular and antagonised many people from the trade.

However, she firmly stood by her principles, even though it turned some prominent film and music directors, and even fellow singers, against her. It was a difficult phase, which entailed a lot of courage, because things could have easily gone sour. The Bollywood singers of today, perhaps need to thank her for the pioneering steps she took in that direction. Her firmness ensured they got the right amount of notes, even as they sang them.

Creative people (though not all) generally don’t care much for money. The work in itself is the greatest reward for them. This probably is one mindset which needs to be relooked at. It can lead to shorter careers, with one returning to the shores of the safety of a secure job, once the funds begin to dry.

Valuing one’s work highly, is a way of not just rising in the perception of others, but also in one’s own eyes. In modern times, following up and tracking where one’s work is being showcased, and whether monies are being made thereof, is also extremely necessary, and justifiably so.

Great creative work has the happy trait of accruing attention and wealth. It would be tragic if one of its creators was not given her just dues, whenever that happens.

Aim for quantity

Over a career spanning more than seven decades, Lataji sang over 30,000 songs, in around 36 languages. These numbers are very important. They show range, durability and the willingness to relentlessly work more — all hallmarks of great creative people.

That is why, today, it is so difficult to pick a ‘top ten’ from her songs. There are simply too many.

Many people will have entirely different compilations, depending on when they first listened to her, where they come from and so on. This humongous volume is bound to ensure her place in Indian hearts forever.

Linus Pauling, the American chemist, once said, “the best way to get a good idea, is to have a lot of ideas”. He should know something about this, considering he was one of the very few to win more than one Nobel Prize.

Da Vinci produced literally thousands of paintings, and not all of them were the Mona Lisa. Innovative organisations such as 3M, Apple and Disney, possibly produce as many duds, as they create winning products.

Being creative means one will fail from time to time. The way to prosper is to produce enough work to maximise one’s chance of success and recognition.

The writer, Vinay Kanchan is an author, brand storyteller and innovation catalyst. His books include ‘Sportivity’, ‘Lessons from the Playground’ &’The Madness Starts at 9’.

The post Lata Ji’s notes for a creative career appeared first on HR Katha.

Being a senior recruiter, I have been facing fink outs. Many of my clients have approached me for ways to counter or minimise fink outs.

Most organisations are finding it difficult to hire IT professionals, who happen to be in great demand. Offer back outs, offer shopping, candidates demanding more just before their joining date and leaving organisations in the lurch are not uncommon. Many a time candidates have finked out after making the organisation wait for two to three months. While organisations have a 90 days’ notice period, they want candidates to join immediately or at very short notice. What a paradox!

So how should the talent-acquisition professionals deal with this? Here are a few suggestions to counter Fink Out.

1. Fast forward the selection process. Many organisations have a long selection process. Some even give assignments and case studies. All that is fine, as many candidates opt for them and some back out too at this stage, not wanting to spend their time on assignments, and so on. This is the first check point. Assess the interest of the candidate in completing the assignment.

If the candidates are putting in time and effort to complete the tasks, it is a clear sign of their keenness. If they avoid and procrastinate, then TA personnel should not run after them.

Once the assignments are received by the TA team, interviews should be scheduled immediately. Normally, two to three rounds of interviews happen before the candidates get selected. Once shortlisted, they should be immediately called for interview. The selection process should be completed within three to four days at max.

2. Do the interview diligently. Human resource and line managers should probe the candidates to try and find out if they have other offers in hand, based on whether they are answering questions seriously or casually. They need to take a judicious call in shortlisting and moving the candidates to the next round of interview. Things such as candidates’ promptness in attending interview or request to re-schedule interview also need to be monitored and considered in the selection process, as they reflect their interest level.

3. Maintain minimum gap between selection and offer release. Once the candidates are selected, their documents should be asked for immediately. And once the documents are received by HR, all efforts should be made to release their offers at the earliest. This makes the candidates feel comfortable, important and wanted by the organization. Ideally, the offer should be released within 24 hours of selection.

4. Match expectations. Recruiters should spend a good amount of time to understand the candidates’ expectations with respect to compensation and understand why they are demanding the same. Do a quick internal peer comparison, market adjustments and try to best match the expectations of the candidate. One should not try to cut corners and wait for negotiations. Do a fair assessment and make a tempting offer so that candidates do not look for other opportunities.

5. Connect weekly. Human resources should engage with the candidates at least twice a week and share company details, developments, department information and so on. Even more important here is a connect with the candidate’s reporting manager. This will work wonders. Line managers should have informal discussions with the candidates on their roles and responsibilities, and also take inputs from the candidates on issues being discussed internally.

I am not suggesting that we divulge secrets or internal company issues but have an informal discussion and take suggestions from the candidate. If the candidates give a positive response, then it affirms that they will be joining. The line manager and HR also get an inkling of their plans.

6. Draw up an attractive compensation plan. An ideal plan should include joining bonus and deferred retention bonus. If ESOPs are there, it will be an added attraction for the candidates to join as they help in enormous wealth creation.

7. Emphasise referral programmes. Aggressively promote employee referral policy in the organisation. Pay handsome referral bonuses and more importantly, highlight the employees who are referring candidates. Share their photos, referral candidates and so on, in the intranet or company website. Start ‘Top Employee Referral of the Quarter’ programme and showcase their achievements. Referrals are the best way to attract talent and these are often neglected in organisations.

8. Include aspirational freebies in the compensation plan. A family vacation, designer gifts, and so on that candidates may not buy on their own but would aspire to have would be a good idea. This will help attract candidates. Of late, companies have been offering motor bikes and wearables to entice candidates.

9. Offer good induction and joining kit. Share with the candidates the induction plan and offer a good joining kit. Make the candidates feel important and wanted, and keep their spirits high.

10. Ensure candidates’ wellbeing. Keeping the current pandemic in mind, track the well-being of the candidates’ families and extend support, if required.

One cannot altogether rule out candidates backing out of offers or looking for better opportunities. However, following some of the above suggestions may help to minimize ‘Fink Out’ or offer dropouts.

The author, Subir Sinha, is a senior HR practitioner and consultant. Sinha has worked as a senior HR leader in companies such as Reliance Retail, Arvind and RSPL Group.

The post How to keep a ‘fink out’ at bay appeared first on HR Katha.

A decade earlier, opportunities were far lesser and moving from a well-respected large organisation to a startup would have been considered a huge career risk. It is a no-brainer that the cost of losing top talent is disproportionately high, including leadership time spent in recruitment/assessing culture fit. Also, there is always a possibility of the new hire not being the right culture fit after all, despite having the desired skill sets to excel in the role, which would then lead to further investments in terms of cost and time. This calls for a rethink of the mental model of the way organisations define and manage critical/top talent.

The conventional way

The traditional way of defining top/critical talent has been to look at a combination of the recent performance appraisal ratings, along with potential to grow into future leadership positions. If we plot performance and potential on a 2 by 2 matrix (this is an oversimplification for discussion’s sake and most organisations have far more robust and complex methods of evaluating and managing talent), most organisations tend to focus rightly on top/critical talent, which falls in the ‘high performance – high potential’ cohort.

By employing a mix of on-the job learning, critical assignments, developmental interventions, fast-track career paths and customised career development plans, organisations leave no stone unturned to ensure that this cohort of top talent is set up for success, and retained.

Despite all these efforts, due to factors outside of an organisation’s control, top talent may move out, due for many reasons, such as disproportionate pay hike, unsuitable location, a next-level position, which is currently not vacant in the current organisation and so on.

Let us now focus on the ‘High potential but low/medium performance (lacking in performance consistency)’ cohort. There could be many factors contributing to the performance not being at the highest level for such talent. The leadership has seen potential for such talent to grow into future leaders but factors such as role-fit, external headwinds, low morale, insufficient mentoring due to lack of time could contribute to poor/average performance in the current job.

In some cases, it could be a pure bell curve-forced ranking, which could make the candidate fall in this cohort. Sometimes, it could be a wrong hire call/poor attitude as well. Typically, in talent discussions, this cohort gets far less time devoted to conversation about their career development relative to the ‘high performance – high potential’ cohort due to time constraints and the priority being the latter for the right reasons.

However, this relative lower priority comes at a cost — the cost of not finding like-to-like replacements from within the organisation in case a top talent leaves due to factors mentioned at the start of the article.

What if organisations rethink their mental model and redefine the definition of the top/critical talent cohort from a typical 15 to 20 per cent to a combined 40 to 45 per cent?

What if the same focus in terms of leadership investment in cross-functional projects, leadership assignments in other areas of expertise, higher time investment in mentoring, and so on is given to this cohort as well? Barring differential compensation (which should be rightly on the higher side for the best performers with highest potential), what if all the other elements are applied in same proportion to the other cohort as well?

The modern way

Let’s digress for a moment and draw an analogy from the cricketing world. Let’s take the classic example of Rohit Sharma, India’s current cricket captain and one of the best openers in white ball cricket over the past decade. Sharma showed early promise and potential (right from his under-19 days). He was fast-tracked to the senior team in 2007 and given a fair share of opportunities to perform for the national team as a middle-order batsman.

However, the runs evaded him for a long time and rightfully, people called for him to be dropped. However, MS Dhoni, the then captain and the selectors, decided to invest in him, in a different role, as an opener.

The confidence, which the then senior management gave to Sharma, along with his own adaptability and delivery, gave rise to a different individual altogether. Today, Sharma is an indispensable member of the team in all three formats of cricket (tests, T20s and one-day Internationals).

Likewise, is the case of Ravindra Jadeja. He started off as a batsman who could bowl. But continuous investment and faith despite low levels of performance in early days, made him one of the best all-rounders for India today.

Dhoni’s mantra of leadership was to give a long rope to players high on potential, give confidence to them even during times of low performance, and the results paid off in the long run.

If these players were fitted in a typical 2×2 performance/potential matrix at the start of their careers, they wouldn’t fall in the ‘high performance/high potential’ cohort. However, they continued to get opportunities to grow and deliver in high-performance environments such as IPL, which only helped them get better.

In the organisational context

Let’s now come back to organisational talent in the second cohort of our 2×2 grid. The first step is to ensure that their potential has been rightly assessed as ‘high’.

Identifying potential: Identifying potential can be very complex due to its subjective nature. However, if an organisation has clearly defined competencies, excellent internal assessors (experienced leaders who understand the cultural nuances as well as the performance/potential standards), with a robust 360-degree stakeholder feedback process, anecdotes, performance delivery in other roles in previous organisations can be gleaned for proper assessment of potential.

Cross-functional abilities/talent: The need to have individuals work in cross-functional/cross- team projects outside of their immediate manager’s ambit becomes extremely critical, as other individuals can see the individual’s strengths and weakness in a different work setting. An interesting idea which organizations could adapt is an internal Premier League, wherein employees can work outside of their teams for 20 per cent of the time and come up with executable projects/ideas (like Google). Some organisations, such as the Mahindra Group have interesting concepts like Shadow Boards, where young talents work with senior mentors on a business idea. Amazon is another organisation which uses 360-degree stakeholder feedback to get specific developmental inputs.

Robust execution: In my view, a combination of all of these with robust execution and audit mechanisms are required to ensure that the funnel widens for defining critical talent in organisations, by including high potential but low/medium performance (minus culture fit/attitude issues/wrong hiring calls, and so on).

Once we have a wider funnel of critical talent identified by a robust process-driven mechanism, it is a win-win situation for both the organisation and employees. The need for this change in the mental model of defining critical talent needs to start from the very top.

Change management is a complex topic in itself. But if accomplished successfully, such an approach will definitely help large organisations bolster internal bench strength. It will give many more employees a chance to exhibit their leadership potential in different work settings and contribute to their professional development. Rohit Sharma and Ravindra Jadeja, would not have made the impact that they have made, if the entire focus was on the first cohort.

What do you think of the pros and cons of this approach? Do you have any alternate suggestions to solve the talent crunch puzzle? Let us know in the comments section.

Hari Hara Subramanian is an XLRI alumnus of the 2011 batch with 10+ years of professional experiences in business and HR roles, across diverse industries in large organisations such as the Mahindra Group and Amazon.

The post Why large organisations should redefine ‘critical talent’: The Rohit Sharma case study appeared first on HR Katha.

However, his recent move back to his old club, Manchester United, throws up some interesting other lessons. This return presents insights into how one can embark on a second stint at a previous workplace. Done the right way, one can score some glorious goals along the way, in true Ronaldo style.

1. Leave on a high note

Ronaldo’s departure from Old Trafford, the first time around, was in the summer of 2009, when he moved to Real Madrid. This was something he had indicated as a dream destination a while back, and so it came as no surprise. In fact, his deeds over the previous six years at United had transformed the Club, which had begun to linger in the shadow of Arsenal and Chelsea when he had joined. He played a major part in making them English Champions multiple times, and the Champions of Europe in 2008. As per the terms Ronaldo had agreed upon with Real Madrid, he should have exited United a year earlier. However, perhaps to make the transition smoother, he chose to give one more year to United. He left with the blessings of his Club, especially its legendary manager and his mentor, Sir Alex Ferguson.

Transition in the early years of a career is perhaps inevitable. Many young minds even see it as a part of their career development. The urge to try out one’s skills in different environments is understandable. It challenges and hones one’s talents. But what’s important is to give one’s all, to wherever one is at a particular time. Have one’s eyes and mind firmly fixed on the present — as most spiritual wisdom would concur; even if an enticing future beckons. While that reassures the new suitors that their decision was right, even more importantly, this attitude also shows those who first kindled one’s career, that this person really values their place, even when leaving is imminent. It always keeps the doors open for the future.

2. Exceed expectations at the next place

If CR7’s United career was great, his stint at Real Madrid was in the realms of fantasy. He broke through as a goal-scoring player, the likes of whom had seldom been seen before. Year on year, his tally of goals was astounding. He, along with his great rival Lionel Messi, perhaps redirected the conversation in football around the acquisition and nurturing of prized individual assets. At Real Madrid, he won a staggering four Champions League trophies — truly mind boggling! Then, he left to sample the Italian league at Juventus; but the quality and benchmarks set by his play never wavered. It is interesting to speculate, whether the fact that he would always be welcome back at United, actually made him soar higher at the newer places he went to.

There is always great merit in leaving a place on such a great note that the doors always will remain open for one. The perception of there being a safety net, if things go wrong, frequently powers one to perform better. And usually, when that happens, performance does go up despite the steep expectations. The feeling that one will always be dearly and assuredly wanted somewhere, often fuels higher flight. As Bette Midler sang, it can be ‘the wind beneath the wings.’ It can catapult one high above, to head home some truly spectacular achievements.

3.Never lose touch

Ronaldo may have left Old Trafford in 2009, but he has always managed to linger in its consciousness. Perhaps, United, never being the same force, as when he was there, contributed to nostalgic memories in the supporters of the Club. But he also did his bit. He always spoke warmly both of his stint there, his Club, and his past boss whenever interviewed. He stayed in touch with his United fans on social media. Add to that, his very visible demonstrations of not celebrating the goals he scored for Real Madrid and Juventus against Manchester United, kept the fans and the club very much on his side.

Many people seem to think, when they leave an organisation, there’s absolutely no need to look behind. In fact, they revel in speaking ill of it. That can never lead to good things. However, glancing back fondly, dwelling on what one learned there, and maintaining relationships with those teachers and mentors, who set one on their way is a good strategy when it comes to conduct. It keeps one aware and grounded about what one’s journey has been. It also helps in further ventures, because eventually everything boils down to the networks one has nurtured — from new projects, to trying to recruit people, to seeking new opportunities, these are the human investments which will help. Knowing and appreciating where the roots of one’s growth were laid, can get the tree of one’s career spring up to truly great heights.

4. Return a different person

There is a beautiful quote by the famous poet T.S. Elliot, “we must never cease from exploration, and the point of all that exploration, is to return to the place whence we started, yet know that place for the very first time”. This applies so much to Ronaldo’s return to the home of the Red Devils. He joined a shy, young teenager, and while he undoubtedly left a great man, he returns as one of the true legends in sport. That shift in reality will inform both how the Club looks at him, and how he perceives what his own contributions should be. Twelve long years have passed, and a sparkling career has been built. This could just be the icing on the cake.

Returning to the same place, on the same terms, and at the same stature probably makes no sense at all. That perhaps negates an entire journey. If one’s career has blossomed after leaving, that should always play a part when one returns. The scales can, and should have, also tipped in favour of the employee. The organisation should be looking to milk the wealth of experience and expertise that has been acquired. It should be seeking to use the returning person as a huge source of inspiration and wisdom. The employee should also be using this revisit to try and close the loop on his own story, to endeavour to bring things full circle. In any case, all this points towards interesting times ahead, for both parties concerned.

To conclude, it is too early to infer if Ronaldo’s return has been a successful one. Though the initial signs have been more than promising, he has already essayed an interesting story in coming back — one of the ‘prodigal son’ returning. And such unfolding epics should always appropriate our attention, more so when they teach us valuable lessons relevant to the corporate world.

The writer, Vinay Kanchan is an author, brand storyteller and innovation catalyst. His books include ‘Sportivity’, ‘Lessons from the Playground’ &’The Madness Starts at 9’.

The post How to return to your previous workplace appeared first on HR Katha.

Think Mondays, where you are destined to inevitably feel the blues…manic Mondays…mournful Mondays…a day for moaning, and so on.

Then, there are casual Fridays, slumber Sundays and such, at the other end of the spectrum — Days where one is supposed to feel better, as if that can happen at the flick of a switch, or merely because it is culturally demanded.

You get the drift.

But why must that be?

Why this stereotyping? Can’t we look at things differently?

We certainly can.

While the pandemic, subsequent lockdowns, and the present norm of working from home, have been undoubted disruptors of the status quo, they can just provide a tipping point for this issue.

What with people largely working from their residences, and the sense of having to return to the rat race on the road, offset at least for a bit. That lack of physically having to leave home, coupled with working days and weekends now seamlessly merging into a state of sameness, probably sets up a chance to infuse week days with hitherto unprecedented connotations. The age-old perceptions are fading into the sunset, and this situation must be leveraged.

There is an opportunity to reconfigure Monday as ‘Motivation on day’

Tuesday could assume the proportions of ‘Put your talent to use day’, and so forth.

These may not be traditionally accepted definitions. There could be other versions added to the mix as well, based on one’s own imagination.

But that’s precisely the point!

Each day is what one chooses to make of it. There has been no precedent set, except in our own mind. There are no rules to follow, one makes them up as one goes along. Every day is a blank slate, to be written on in whatever manner one deems appropriate. Each day presents an opportunity to a pen a new page in one’s own story. Only one can, and should decide, what goes into it.

Here is an impromptu framework to get started on this. The days can be designed along three conceptual areas as follows:

1-Using alliteration: There is great rhythm to be found in alliterating things. This process adds an acoustic zing to the nomenclature and provides momentum straight off the blocks. Think of ‘Wonderful Wednesdays’ or ‘Satisfying Saturdays’. It’s easy to employ and keeps one thinking about the next adjective one will be using.

2-Coining rhymes: Rhyming takes us back to school times, and a more energised attitude. It adds a song and verse to conduct. Trying to pen an appropriate rhyme to give the day a new meaning can really make for an enjoyable start to proceedings. For instance, asking oneself ‘is it Friday?’ or ‘is it give dreams another try day?’ could infuse the day with fierce ambition.

3-Playing on words: Anything with play involved just has to be fun. Here, one can contort words into delightful new meanings, which can make one look at the same twenty-four hours with new eyes. Case in point, Thursday may become ‘give yourself a bigger thrust day’, Sunday may cue ‘time to have some more fun day’. And the games could carry on from there.

To conclude, it has been long since days have been saddled with perceptions that have been forced upon us. In these times, where it’s important to feel a sense of control on at least some things, deciding what flavour one’s day must have, is a decision we have to wrest back into our own sanitised hands. It may represent a small act in terms of moving things towards brighter times, but as in the case of all great endeavours, small steps go a long way.

The writer, Vinay Kanchan is an author, brand storyteller and innovation catalyst. His books include ‘Sportivity’, ‘Lessons from the Playground’ &’The Madness Starts at 9’.

The post The art of redesigning your day appeared first on HR Katha.

All of us have had these thoughts swirling around in our heads. Most of us, by default, blame time for not being productive or anywhere close to our desirable projects. The truth is, we all struggle to make time for what matters. We start each day with the right intent, but somehow, the entire day just gets swallowed up by meetings, e-mail chains and social media.

First, let’s talk about what TIME is.

I recently attended a Time Management workshop by Ankur Warikoo and he presented a fascinating description of time:

Time is – Allocation

Time is – Energy

Time is – Money

This truly gave me a lot of insight into how I would like to spend my time and manage it effectively.

Commonly, being frazzled and distracted has become our default mode. We are clearly BUSY throughout the day, with our calendars screaming for breath, but does that make us productive?

Here comes the critical question that we need to ask ourselves — Do we wish to do only urgent or important things in our lives? Do we aspire to make time for things that matter to us well? Life is not about striking off our To-Do list every day or, as Gandhi said -“There is more to life than increasing speed”.

Hence, we clearly need a framework that allows doing things that are urgent and important, and the ones which matter to us or we care about deeply — such as spending time with family, writing a book or a novel, volunteering for a cause, and so on.

What keeps us so busy?

In the book, Make Time, by Jake Knapp & John Zaratsky, they say in the 21st century, two powerful forces compete for our time. The first one is called the Busy Bandwagon, which defaults to endless tasks. This basically is the constant state of busyness — the overflowing inboxes, stuffed calendars and infinite to-do lists. Striking all this off is how we survive in the modern workplace and prove to be productive.

The second force that competes for our time is the Infinity Pool, which defaults to endless distraction. Infinity Pools are apps in our phones, laptops and televisions, filled with games and social feeds. They are always available and highly addictive.

Both these forces are powerful and have clearly become our default setting for functioning. This is what keeps us busy all the time.

How do we get rid of our busy default mode, be productive and still make time for what matters to us?

Being more productive at work isn’t rocket science, but it requires a greater awareness of time management. How to produce more is a question that has been plaguing employees and employers around the world for ages now.

Regardless of where one works and what one does, everyone is always looking for new ways to be more productive and effective. Every day one starts with a plan to do so much, but soon one finds oneself getting distracted, focusing on low-priority tasks, and, more simply, procrastinating. How does one regain control of one’s time?

One way could be by using some productivity techniques adapted to one’s personality and work style. Those who have the primary objective of working better must do everything possible to organise themselves in such a way as to face the most demanding tasks every day first and then the less complex ones. This is because, during the initial hours, the level of attention and prowess is undoubtedly better, compared to other moments. By proceeding in this way, one can give one’s all and perform the complex tasks immediately, soon finding oneself having already managed the worst tasks.

It is also advisable to avoid multitasking. Unfortunately, doing multiple things is not suitable for productivity or even health because when one multitasks, one lets one’s attention constantly shift between one task and the other. It is, thus, impossible to devote oneself with the utmost concentration to one’s primary job or task at hand.

The framework which can help you achieve the above is as follows:

Make one priority goal for the day – Start each day by choosing one highlight — a single activity that you do not necessarily have to do but want to do. This will keep you motivated and happy.

Beat distractions to make time for your highlight – E-mail, social media, notifications are everywhere. Be mindful of how you leverage technology and stop the reaction cycle. Adjust the technology usage in a manner that doesn’t intrude on your productivity sprints. For instance, turning off your notifications is a great way to have uninterrupted work slots.
Energise – Exercise regularly to recharge your physical energy. Meditate, read and sleep well to recharge your mental and spiritual energy. This will allow you to keep going throughout the day without experiencing fatigue.

Reflect – This is your time to revisit your day to analyse what worked for you and what didn’t. Refine the tactics or drop the ones that were not relevant.

Outcome-

Being more productive isn’t always something that appeals to us. It gives the impression of someone who works head down all day with no time for anything else. Being more productive is not just helpful at work, but beneficial everywhere and anytime in life.

Being busy and being productive are not the same thing. If you spend your day busy doing something, it doesn’t automatically make you productive. You must ask yourself what you do all day. And at the end of the day, what dominates you: frustration or satisfaction?

Actual productivity sometimes seems unattainable, but it allows you to do much more, and above all, it allows you to have time to live your life.

The author, Vanya Gambhir is the co-founder and CEO of Khojdeal. She efficiently and effectively believes in aligning the organisational resources so that they are in line with the organisation’s goals and vision.  

The post Don’t be busy, be productive appeared first on HR Katha.

As a woman entrepreneur, I too am devoted to empowerment of women from different walks of life. I firmly believe that it is only through skill development and financial independence that the desired change can be summoned. A major role in this direction is, however, to be played by employers like us. By revisiting the existing systems and finding new approaches, we can identify and promote gender parity at workplaces.

My take on this is summed up in the following seven mantras:

1. Underdogs should not be under-represented

We need to promote gender diversity and eliminate any biases and discrimination that hinder the career growth of any employee. A healthy environment should be enabling, that is, growth must be based on merit and everyone should be treated with respect, irrespective of their socio-economic background, skill set, gender or designation.

Biases can be fatal, particularly in succession planning, promotions, or new hiring. To curb the conscious and unconscious biases, employees’ goals should be discussed to help establish their career path and performance should be monitored in such a way that underdogs are not under- represented.

In fact, performance should not only be monitored but acknowledged. We have a culture of employee development and many of the leaders working with us have chosen to be with us since the beginning of their careers. Our home-grown leaders are a matter of pride for us, and we always make sure that talent is identified and adequately nurtured.

2. Women and management skills are naturally intertwined

Gender diversity brings with it a number of benefits. Managing a house is no less demanding than managing a business. It involves similar principles, such as resource allocation and their optimum utilisation along with strong problem-solving skills. Holding the family together and ensuring every member’s well-being without a break can be taxing, but women do it all the time and that too with a smile.

I have myself brought up two daughters along with a flourishing and growing business simultaneously. My responsibilities at home are no less than any other woman’s. However, this art of wearing so many hats is something women are naturally blessed with. Organisations must value and harness this innate strength of women, instead of assuming it to be a limitation.

Not only as an advocate of women empowerment, but also as an entrepreneur, I feel that having women in the workforce is advantageous to the organisation. Women form over 35 per cent of our workforce and most of them are from rural backgrounds, who had not ventured out of their sheltered village life earlier. With the right guidance and support, however, they have overcome the barriers of formal education and won awards at international platforms for presenting their case study in English and answering the questions of the jury in English too.

3. Opportunities must be created

Expansions and innovation are key to any business and it applies to employment opportunities too. With different people come different perspectives, thus a variety of ideas and approaches. Companies should be open to creating recruitment possibilities with options like part-time, flexible working hours, work from home etc., since the benefits of such options are not restricted to women alone. When we requested the State Government to allow women to work night shifts, we had a complete plan of action ready. Not only were the women workers who were staying within our factory premises benefitted by the decision but with them coming to work at night, more women were employed in the roles of security officers, supervisors etc. Possibilities and opportunities are everywhere, one just must open his/her mind to them.

4. Overcoming inhibitions is healthy

Hesitancy in investing in the development and growth of its people is not healthy for an organisation. In fact, it is the organisation’s responsibility to ensure holistic development of its employees. Women are a greater disadvantage on this front too, since their probability of relocation and maternity benefits are seen as a problem. However, investing in human capital is highly advantageous. By inculcating skills and developing potential, it is possible to tap the large pool of human resource — the most important asset.

Organisations become stronger when they invest in people and must overcome all inhibitions when it comes to development of human resources. We firmly believe that human capital is the harbinger of success and for their development, we have started sending selected candidates for higher education to globally recognised Indian and international institutions.

5. Craving Work-life balance is not to be frowned upon

In the existing workplace model, sometimes it is assumed that women are unfit for profiles that require an anytime-anywhere kind of approach owing to their greater share of responsibilities at home. However, a look at the stats gives a completely different picture — women are the single breadwinners in more families than men.

Women can be as ambitious as men and work-life balance is not a barrier, but an enabler in the realization of these ambitions. Family-friendly policies boost employee satisfaction for both men and women. The professional world cannot thrive for long at the cost of personal life and relationships. Moreover, researchers are suggesting that “it’s unrealistic to expect humans to work like machines” and extra working hours can sabotage creativity as also productivity.

6. Reframe policies and the outlook

Approach or outlook towards a policy is directly linked with its successful implementation. Change is a multi-layered process, which requires persistent efforts and the right approach. Policies and compliance are just a part of change. Organisations should develop a work culture that is supportive of its goals to reap the benefits of the framed policies.

If we take the example of the ongoing pandemic, at the beginning of it when there was a lot of uncertainty, nobody understood the problem and a lockdown was imposed. At that time, our primary concern was to make sure that our employees were safe and comfortable. Besides making arrangement to provide everyday essentials within the premises to workers, we also remodeled our safety policies which were successfully implemented. We could easily introduce those revised safety policies because of the culture of safety that we have always promoted. Concepts such as that of Officer on Special Duty (OSD), helped us manage over 20 manufacturing facilities spread across four states, despite the challenging times.

7. ‘Women for women’ approach is the panacea

If a woman is behind a man’s success, there certainly should be women creating the possibilities of success for fellow women. We need to move from Middleton’s ‘women beware women’ to a modern and supportive ‘women–for-women’ world.

Women who make it to the top have a major role to play in empowering other women. I recommend not only engaging women at the centre of business activities, but also imparting necessary skills so they can make the most of opportunities. Organisations too, whether women led or not, must reach out to connect women with the mainstream economy.

To conclude, women leaders must drive the change and lead the chain of empowerment. They must help their sisters to not be limited by other’s opinions about their capabilities.

Suchita Oswal Jain is the Vice Chairman and Joint Managing Director of Vardhman Textiles. She is a woman who means business, particularly when it comes to weaving success in the cutthroat world of textiles. The London Business School graduate has woven connections between Vardhman and global brands such as GAP, Benetton, Esprit. Vardhman group has a turnover of $1.1 billion and is the country’s biggest textiles conglomerate engaged in manufacturing of yarn, fabric, threads, fibre and garments.

The post 7 mantras for increasing gender diversity at the workplace appeared first on HR Katha.

How is this pandemic different?

One thing we have learnt in the last 15 months is that there is not going to be a ‘normal’ to which we can all adjust to. Instead, it is going to be a movement from one ‘normal’ to another. In other words, the ‘new normal’ is going to be a norm rather than a one-off event, to which we could all adjust and with which we could settle down for good. That, in my opinion, is an unprecedented and tectonic shift — something we have never experienced before. On every other occasion, whenever there has been a shift, humankind has managed to adjust to the ‘new normal’, albeit with some difficulty. However, it has always been a one-time effort. For instance, the entire internet revolution as experienced in the first decade of this century brought about a huge shift in the way we live, interact and work. It took us time to adjust to the internet, but nonetheless we all did. We were only required to adjust ‘once and for all’. The pandemic-induced change in early 2020 was altogether different.

Evolution of the new normal

The pandemic brought with it numerous ‘new normals’ that we have had to adjust to in a continual manner. For instance, until 2020, the ‘work-from-home’ (WFH) model was merely considered as a nice-to-have policy for employees, and was offered by a handful of ‘employee-friendly’ companies alone. Suddenly, in March 2020, WFH became the norm rather than the exception. The entire employee life-cycle — right from the selection process to induction, on-boarding and all the way up to bidding farewell to employees — was shifted to the virtual mode. This was completely unheard of and never before imagined in any industry, anywhere in the world. What initially began as a blessing in disguise for many employees— allowing them the ‘comfort’ and ‘convenience’ of working from home— turned into a bane; an experience which many of these same employees want to end at the earliest now!

The initial ‘new normal’ in March/ April, 2020 involved helping employees adjust to work from home without compromising on the deliverables. However, now,15 months later, the ‘new normal’ involves ensuring the well-being of employees, while they continue to work from home. The second wave (or rather the Tsunami) which hit us in April and May this year, created a very new normal which none of us had ever anticipated or prepared for. The entire focus shifted to organising hospitalisation/ ventilators/ oxygen cylinders and getting COVID-specific insurance policies and vaccinations for employees. With the second wave appearing to have subsided, on the one hand, there is a ‘pandemic fatigue’ that most are experiencing, which only gets aggravated by continual work-from-home for the foreseeable future. This is coupled with apprehension of a third wave, which many experts have predicted with near certainty. The fear with regard to the impending third wave is significantly higher, because unlike the first wave— where the disease and fatalities were largely restricted to news flashes on television channels and headlines in newspapers—the second wave brought the impact right to the doorstep of most people. Today, an individual whose, self or immediate family, neighbour, friend or relative has not been impacted, or worse, lost their life to the virus, would be a rare find. People are actually seeing the threat as very real now, and not as something merely being talked about on electronic, print or social media.

The challenge is that the change is not restricted to work-life alone. It has impacted social life, severely denting any kind of travel and holidaying. It has virtually changed the way education has been imparted for centuries. Milestone examinations and competitive professional examinations are either getting postponed or cancelled altogether. The world of entertainment has switched from the multiscreen theatre to the individual-audience kind of OTT platform. The world of sports has been witnessing severe restrictions, including empty or sparsely-filled stadiums and postponement of sporting events. This is not to mention the millions of job losses both in the organised and unorganised sector, fuelled by intermittent lockdowns. All these together do have substantial impact on emotional well-being, thanks to the overall pessimism and not-so bright outlook for the future.

Ability to adapt

The question is, ‘If we are going to move from one new normal to another, what is the way to help employees develop the ability to switch from one new normal to another even while continuing with life as usual?’ What if this doesn’t stop at the third wave, but progresses to a fourth, fifth or sixth wave, hitting us at intervals of six to nine months? What if two doses of vaccine shots prove inadequate for the newer variants of the virus, which may appear on the horizon?

The other scenario is that there isn’t a third wave or even if there is one, it is far more muted than the second one, and life slowly goes back to where we left it in January- February, 2020. While that seems a very desirable and optimistic scenario, the truth is that it may not be that easy to adapt to that life after a gap of 18 -21 months. For starters, the impending fear of another pandemic/ lockdown would always lurk in our minds. It will be a challenge to pack children off to school without worrying, even though reopening of schools in the next few months seems unlikely now. Even getting back to the workplace will have its own perils due to the same lurking fear. Meetings, official travel, official get-togethers and all may be a thing of the past, for the foreseeable future. Many companies have already started talking of partial work-from-home, even in the best case scenario, which implies that there would be some employees working from home and others working from office. That is likely to create a multitude of situations, which will need to be dealt with.

Regardless of the scenario that plays out in the next six to nine months, it is safe to assume that we would not have the comfort of adjusting to ‘a’ new normal. Instead, we would be expected to adjust to ‘a series’ of ‘new normals’ in the foreseeable future.

The author, Kinjal Choudhary, managing partner, D360One Consultants is a former CHRO. With over two decades of experience in HR across industries, Choudhary has worked with brands like Eicher, Pepsico, Amazon, HUL and ITC.

The post Brace yourself for a ‘series’ of ‘new normals’ appeared first on HR Katha.

The ongoing pandemic and its after-effects, have claimed another unsuspecting victim — effective communication within corporate teams. Physical proximity, which was once taken for granted, has now been thrown out the room, quite literally. This has severely affected the quality of communication, because many managers still conduct themselves in much the same manner as they would, had their subordinates been right in front of them. Given that the modes of interaction have changed, it is essential to discover newer codes to get the point across. Here’s a look at but a few…

Listening more ACTIVELY

This should always be the case anyway, but the importance of listening actively has escalated even more now. Effective listening involves many things being in place, several of which fall within the leader’s purview to set the tone for. Think being unequivocally present in the meeting, without maintaining the charade of multi-tasking, thus avoiding the ‘multi-tasking without asking’ malaise. Then, the simple act of ensuring everyone’s video camera is switched on. Switching off the camera is highly disrespectful to the person talking, and one may as well not be there. No one should be allowed to escape via this ‘cloak of invisibility’, while others are trying in vain to cast a spell. This may be also helped if fewer meeting, of shorter duration, are held. With everyone being fully present, in the truest sense of the term. Reducing the number of face-to-face meetings, will have a wonderfully clarifying effect on everyone’s thought process and involvement. It is even amazing how much more work may actually get done.

Reading the EMOTION at play

Leaders have constantly needed to figure out the mood of their teams. This facet has assumed more importance in this pandemic period. Many employees are battling severe personal challenges, while still gamely trying to fulfill their job-related expectations these days. This, perhaps more than any other time in India’s corporate history, shows the need for an understanding ‘arm around the shoulder’. However, given the distant and impersonal manner, in which communication takes place these days, coupled with a lack of actual contact, addressing this challenge becomes even more difficult. Managers, therefore, need to be also consciously cognizant of the tone of voice in which their team members are speaking. As anybody who has been in a relationship will concur, “We need to talk” can have multiple interpretations, even if the words remain the same. Detecting traces of unease or discontent, and then calling the concerned people up to have deeper one-on-one conversations is perhaps the need of the hour. Also, this has to genuinely go beyond just the call of duty.

Igniting the conversation with INTERESTING things

Meetings are mostly conducted in a perfunctory manner. Now, however, this dynamic surely has to change. Given how difficult it is to get through to people, considering the present constraints, it has become the responsibility of the leaders to make meetings more interesting as much as they can. This harkens back to the art of improving one’s conversational skills, and perhaps there has never been a better time to pay attention to this vital facet. Keeping up energy levels is a beginning. Taking extra effort to bring alive key points using metaphors may also fire the imagination of the team. These make the point well, while also offering temporary ‘out of the box’ respites for the mind. Even small things, such as “sales have to increase as fast as India’s run rate in the slog overs on a good day”, help make the same point in a more evocative manner. Making presentations more visual also helps fight meeting fatigue. Here again, the necessity of keeping things shorter resurfaces. Allowing for small digressions also helps keep everyone engaged. In the end, think of the meeting as a show on TV— the parallel is striking considering both involve staring at screens. If interest is not maintained, people simply switch mentally to other things.

Supplementing with the WRITTEN word

Previously, managers used to get a lot done basis only the spoken word. That’s because face-to-face interactions added cues and layers, which escaped articulation. The urgency of something, for instance, could also be seen in the managers’ body language when they spoke. But now, all those factors are absent. This leaves a level of ambiguity in terms of what is required, if not exactly and explicitly stated. In many ways, the spoken word falls short here. Getting back to the rigor of writing things down, and circulating it post-meeting, has always had its merits. Penning things pre-meeting also helps crystallise one’s thoughts, and greatly aids the mind in separating tasks and challenges from rhetoric. It helps bring focus to the entire interaction, and this can only help the cause. There’s a great line in The Ten Commandments, which goes “so it shall be written, so it will be done”. This holds true even today, even if cars have largely replaced chariots.

Using the balm of HUMOUR

Finally, a team that laughs together stays together. Smiles are those curves which enhance bonding and collective goodwill. Against the backdrop of what is transpiring outside, meetings perhaps represent a welcome return to some kind of normalcy. And that is certainly something worth celebrating. Using humour often wrongly gets associated with classic punchlines and constructed jokes. To be sure, these do help, but even saying simple things in a lighter vein can bring welcome relief to situations where tension is building up. People are looking for occasions to feel the purging effects of laughter— now more than ever before. The more meetings take that human insight into account, the more productive they will start to become. Just because the matters being discussed are serious, does not mean the participants cannot have a bit of fun along the way. Humour is actually a winning strategy for ensuring better ideas, improved morale, and meetings that employees actually look forward to.

To conclude, these are without doubt some of the most difficult times many have faced. Numerous things have changed, perhaps permanently. It is important to evolve our processes taking cognizance of that fact. Doing the same old things will not get us to our destinations any more. Newer methods have to be brought to light. This eternal urge to adapt to change has propelled us to the perch of the dominant species on this planet in the first place. And let’s not have a meeting to discuss that.

The writer, Vinay Kanchan is an author, brand storyteller and innovation catalyst. His books include ‘Sportivity’, ‘Lessons from the Playground’ &’The Madness Starts at 9’.

The post Am I audible? appeared first on HR Katha.

Then arrived year 2021 — a year full of hope, positivity and resilience. Things began returning to normalcy, the economy started recovering and people even began returning to office. Travel resumed as before too. Things were looking quite fine.

But, no! This smart virus had something else planned for us. It struck again!

As we enter into a second wave of COVID spread, this virus has really proven its mettle again and again (pun Intended). As on April 15, 2021, India is witnessing around two lakh cases a day. Overall, there are around 13.5 crore cases and close to 30 lakh deaths have been reported across the globe till date! True, in the current scenario, COVID has a negative connotation, but if one observes this creature closely, there are many lessons to learn as well. There are plenty of articles written and discussed on the lessons learned from COVID, but nobody talks about the learnings from this virus itself.

So, here I state my personal five learnings from this virus:

Agility

Corona has taught us what it really means to be agile. The way it transfers from one person to another and one place to another, it is the epitome of speed and swift. And it is multiplying at an extraordinary pace.

We should adapt this behaviour in our personal and professional lives as well. Taking immediate action and moving fast will help us achieve great results.

Corona surely is getting the ‘significantly outperformed’ rating this year for its brilliant performance! Are we?

Resilience and strong perseverance

Corona showcases strong resilience. The world has been trying hard since December 2019 to stop this tiny creature but in vain. It only bounces back with renewed vigour, growing in strength. Vaccines have failed to stop him from creating havoc.

If we are able to follow in Corona’s footsteps and exhibit strong resilience and perseverance, no setbacks or failures will stop us from achieving goals. They will only see us bouncing back stronger than ever before!

Courage

Look at the immense courage this fearless and carefree creature has. This insane virus is not afraid of anything that the world is doing to stop it. Its courage is taking it from one level to the other. Its sheer courage has given him all the success it wanted so far.
Let’s adapt a similar courageous mindset and take bold steps in life. After all, courageous decisions lead to BIG and positive changes.

Ability to make transformational changes

There was a survey launched to check who drove the digital transformation in a company — the CEO, CIO/ CDO or COVID?

An overwhelming 99 per cent of the people state COVID as the reason for digital transformation in their companies. That is the power of corona. It has driven transformational changes in organisations.

We should all try and be like corona and drive transformational changes in our respective areas of work.

Global leadership

COVID made its presence felt in Dec 2019, in China. Then it gradually spread from to other countries and by early 2020 almost the whole world was affected by this virus. It changed its shape and form from one country to another and adapted so well to the conditions of the new country. It indeed projected a truly global persona!

Here’s hoping that these bad times fade away soon, and we experience happiness, prosperity and tranquillity across the world!

Disclaimer: This is an article written in humour and does not represent the views of any specific organisation or family. These views and opinions are entirely the author’s personal.

The author Vivek Saha is currently part of the Group HR of Aditya Birla Group, driving leadership development and culture change initiatives across the Group. In the past, he has worked with varied sectors, such as media and entertainment, as well as manufacturing, with companies such as Godrej & Boyce and Network 18.

The post Leadership lessons from a tiny virus appeared first on HR Katha.

Leading by setting a personal example

The nation’s embarrassment at the previous test, just a week prior, threatened to be a permanently scarring experience for the story of Indian cricket. Add to that the departure, due to personal reasons, of their captain, talisman and star batsman. Rahane’s challenge was a daunting one but he showed the way. Not just in terms of his decisions on the pitch, but also by taking it upon himself to bat India into a winning position. The team was inspired and followed in its captain’s lead.

After any major debacle, most employees look to how their leaders will respond. How they will rise to the challenge and bounce back. Often here, actions carry a far greater weight than mere words. Leaders have to show by their deeds what is possible. Consider the case of Alexander, always being at the forefront of all attacks; personally showing his troops that no battle was unwinnable. Rahane wielded his bat at Melbourne, with dexterity similar to that of Alexander using his spear, to make much the same point.

Nurturing the group ethic

Perhaps the most powerful moment that epitomised Rahane’s style of leadership, was when he got run out. He had completed a hundred by then, and surely looked quite ready to get many more. His dismissal would have surely rankled, and yet, rather than ranting and raving, he quickly and calmly overcame his personal disappointment, tapped his partner, encouraging him to carry on, and left to rousing applause. In no way did he make his partner feel ‘guilty’. He had instantly appreciated that the team’s objectives came first, and had kept all his self-interest completely aside. This was truly pure class.

Moments that exhibit the greatest form of team spirit, are when the leaders eschew their personal glory, and subjugate it to the interests of the group. Employees appreciate this trait immensely. In situations when the leader bows to the will of the team, or goes through a lot more effort just to ensure someone else’s job becomes that much easier, are things people never forget. Rahane’s example in these aspects, is something leaders from all domains can learn from, especially if they want to power their teams back from down under.

Trusting people to do their jobs

Rahane completely trusted his team-mates to perform the tasks they had been picked for. He never insisted on imposing his own point of view during discussions with bowlers on field placements. Perhaps, most importantly, he never was in their ear all the time — a trait many captains exhibit, and which is particularly annoying for specialist bowlers. The players felt liberated and empowered to express their talents. Importantly, they also felt they had the captain’s support if things went wrong.

Jack Welch often spoke of a formative experience in his career, when he blew up a plant. His boss, appreciating the fact that Welch was probably trying things out in the company’s interest, merely asked him what he had learnt from that experience. Leading often gets confused with browbeating and micro management of employees. This often demotivates the team, and undermines their confidence. There is perhaps a leadership paradox, which can be articulated as, ‘maintain control by getting comfortable with releasing it’. Backing team-mates, especially in adversity, takes a maturity which speaks of true quality. It also often ensures that the confidence that has been planted, bears rich fruit.

Conducting affairs with calmness, grace and poise

It was fascinating to see how Rahane went about his business under high pressure.

Tasked with pulling India out of one of its worst cricketing catastrophes; it would have been an understatement to say he was under intense scrutiny. Not only his team and the opposition, but the entire nation and cricketing fraternity had their eyes on him. It would have been easy for him to snap, but Rahane took everything in his stride, exuding a serene calmness at all times. Always appearing in control of the situation, he remained stoic in the face of everything that transpired. His team, looking his way, knew this man would get them over the line.

The American novelist, Josiah Gilbert Holland, had mused ‘Calmness is the cradle of power’. This presents a lesson even today for modern-day leaders in the business world. Calmness allows one to truly evaluate the situation objectively; to think of a solution out of the mire. Calmness rubs off on team-mates as well, bestowing on them the belief that this challenge will also be met. It clearly and most effectively communicates to them that their leader is truly in control of the situation. Perhaps it is time more leaders started making a noise about staying calm.

Clearly, there are lessons to be learnt from Rahane’s leadership exploits in the last test. The context in which he took charge cannot be overlooked, nor can the results of his approach. The leadership mythology has always been written predominantly in one direction. Rahane makes the case that even this concept, like the old ball, can swing the other way.

The writer, Vinay Kanchan is an author, brand storyteller and innovation catalyst. His books include ‘Sportivity’, ‘Lessons from the Playground’ &’The Madness Starts at 9’.

The post Lessons from the Rahane school of leadership appeared first on HR Katha.

Technology has been able to weed out any ambiguity in the unique identity of a person, and yet it is technology itself that has fuelled the world of fakes, to such an extent that we are struggling to establish whether the real is indeed REAL.

Welcome to the not-so-glamorous world of Background Verification. True to its name, it is the bedrock of any organisation, working behind the scene.

The COVID-19 pandemic has taught us many things — new words, their meanings and their place in our lives. One of them is – ‘essentials’. It encompasses the basic and fundamental things that the world needs to keep it going, even when everything else stops. ‘Essentials’ have assumed a new meaning and importance today. In the corporate world, and particularly in the BPM sector, Background Verification (BGV) is that ‘essential’ ingredient, which has deep roots in business risk, compliance and data security too. Irrespective of the COVID situation, an onboarded person — no matter which level, job, position, country or location he belongs to — has to undergo mandatory BGV, after a rigorous recruitment process. Background verification cannot be overlooked. It is non-negotiable.

While the essential, BGV, has not stopped, it has not remained the same either. It has been challenged severely and emerged stronger, better, and perhaps even ready to a great extent for the new world order. Let us deep dive into understanding what has changed, why and how.

How it started

While companies always had their own candidate-verification processes, the credit for formalising this exercise as an industry-wide practice and accelerating this concept goes to NASSCOM. It is a global trade body for software development, services, products, IT-enabled / BPO services and e-commerce companies. NASSCOM envisioned establishing India as a “trusted sourcing” software powerhouse and global sourcing hub. To this effect, it took up the industry initiative to develop a national database of registered and verified workers for its member companies in the form of the ‘National Skills Registry’ or NSR. Today, NSR registration is an integral part of workforce background-verification process.

Behind this vision and process are the fundamentals of absolute trust and integrity. The business- process management industry (BPM) hires workforces under its brand name, which gets deployed to its clients. Clients have their own data, technologies, information and confidentialities, which are entrusted to the BPM industry.

It helps clients to focus on their core business while getting non-core activities done through their BPM partners. The BPM industry has to ensure that the people it deploys are capable of handling the work, not only from the skills and knowledge perspective, but also from the perspective of the integrity to handle clients’ confidential information. One can determine the competencies of the talent through the talent-acquisition process, but how can one ascertain something as intangible as integrity? That’s where BGV comes in, giving tangible assurance by verifying various aspects of the talent’s identity, as follows:

BGV: The PEW framework

The first step in the process of hiring talent is a curriculum vitae or CV. It’s a document that people submit about themselves stating their details, primarily pertaining to three areas, that is, PEW— Personal I Education I Work. Based on the provided details, the candidates are evaluated, to determine whether they should be engaged . While the rest of the recruitment process is in the hands of recruiters— who determine the fitment of the talent to the role — the credentials shared by a person are important to ascertain the following:

Personal information related to who they are, their residence (for correspondence), age, character (to confirm whether their records are crime-free) and whether they are citizens with valid work permits.

Education-related information to confirm the knowledge they have gained, skills they have acquired, the institutes attended and the results certified.

Work-related information about the organisations they have worked for, the responsibilities they have shouldered, and their impeccable work record.

BPM complexities

Over the years, BGV has become a cumbersome process with multiple documents required to be submitted on several occasions, to various departments. Every time there is a new security law or requirement, there is an addendum to the process. It has often become a pain point in the employee experience lifecycle and talent has indicated in no uncertain terms how laborious and frustrating the process feels. It has been a jigsaw puzzle and businesses have been keen to achieve:

• WOW experience for onboarded talent (eliminate duplication of efforts)

• environment-friendliness (reduce paper/carbon foot print)

• record management (as an employee/alumni)

• time and cost savings (reduce billable time wastage and BGV-related costs)

While this had been the intention all along and endeavours were underway, one coronavirus outbreak altered the course. The process has now gone digital in almost all areas. Intervention and adoption of technology to convert the physical process into a digital one has streamlined the exercise and is receiving a thumbs up from employees and businesses alike.

BGV’s new

– Centralised onboarding documentation tool is making it feasible for talent to upload all documents and information in one go, which can be cross-referenced any time for multiple purposes by various teams

– Organisations are now accepting digitally-signed documents. Manual paper work has gone 100 per cent digital.

– Manual address verification was severely challenged during early COVID weeks, which is now being done through GPS trackers to accurately confirm the location

– Authorised institutes are being approached rather than universities for faster verification.

– Few companies have created a central pool of alumni records, which can be accessed and verified by BGV vendor partners or the employment details can be verified using UAN/PF in UAN portal, all digitally. Adoption of technology has made it feasible to verify information digitally.

Future of BGV: Portable information@single source of truth

However, it is not a utopian world. Challenges continue to crop up, especially when it comes to dealing with small- or medium-scale industries, particularly in Tier 2 or 3 locations. The BGV process is totally reliant upon third-party cooperation and arrangements. While the advanced companies have all the measures and willingness to support each other, the small-scale companies may have different challenges. As talent is likely to get more distributed in future and companies would try to tap into remote talent as well, BGV will need to brace for industries where adoption of technology is not great and hence, the record- verification process will have to be done manually, and in parts. Also, such companies may not have sufficient manpower, time or resources to address BGV queries, and especially after COVID times, it may cease to be their priority. Aftermath of COVID may also force shutdown of companies with poorly-maintained records making it tough to confirm employment history.

As education has gone 100 per cent virtual, several people are investing heavily in upgrading their skills. Many courses and certificates are being offered by various institutes. It will be a challenge too to validate the accuracy and efficacy of online certificates as well as institutes.

On the personal front, a hybrid model may mean more leeway for talent to stay anywhere, and hence, confirming the residential address of a heavily-distributed workforce vis-à-vis a concentrated one can be a tedious task.

The future belongs to technology and it is evident that these challenges too will be addressed through nothing but technological advancements. Today, we are resorting to technology to address each piece individually, but in future it will be an integrated effort. Nirvana will be achieved when we have a single source of truth giving all verified, up-to-date and portable information pertaining to talent in one go, without the need to go hither and tither. The COVID-19 pandemic has taught us that possibilities are immense and the future is near. Here’s to the next level of BGV!

The author, Clifford Mohan Pai, is the VP, HR business leader and head employee relations, at Infosys BPM. He is also a certified Global Professional in Human Resources (GPHR) from the HR Certification Institute.

The post How the pandemic changed the story of BGV appeared first on HR Katha.

Accepting the new normal

We embraced remote working, albeit with some apprehensions. Gradually, we got used to the virtual HR meetings every morning – sharing our deliverables and engagement plan for our respective teams and businesses. Meetings with teams and various stakeholders also shifted to the online mode. As we started getting a hang of things, it became part of our routine. It was pleasantly surprising to see how we all took to this new way of working.

Perhaps these virtual meeting/conferences were a blessing in disguise. Earlier, we had to travel to attend conferences, and there were occasions when the sheer thought of the traffic situation in NCR made us drop the idea of attending these conferences. Now, we can attend them from the comfort of our home offices. Having personally attended conferences where our CEO and CHRO were speakers, I can vouch for the experience. It is always enriching to pick the brains of such industry stalwarts.

Optimising operating costs

When the complete lockdown was extended, it spelled doom for the travel and tourism industry. Along with other organisations in the same space, we were severely impacted. To sail through this difficult time, we had to take a few tough calls to optimise the operating cost. We became cautious of our cost structure and spending. Having weathered many storms earlier, we were confident of an opportunity to bounce back and score big.

Priorities changed for HR, and for the right reasons. With cost optimisation being the focus, I found myself and the compensation team in the thick of things. The pandemic presented us with the opportunity to work on areas that we would have otherwise not been exposed to.

We were busy crunching numbers and trying various simulations to come up with the best way to manage the manpower budget and also forecast the budget for the year. We had to come up with innovative solutions to ring fence our top talent across the organisation. We were continuously in touch with HR professionals from other companies to understand their thought processes and approaches. Though we had to skip the salary appraisal process this year, the salary revision exercise was undertaken as we had to take a call on reducing salaries to manage cost. This reduction happened only for middle and senior management. Our frontline workforce was not impacted at all.

Learning and developing

Personally, apart from my work in compensation, the pandemic gave me the opportunity to work closely with other verticals, such as the recruitment and audit teams. Also, it allowed me the time to reflect and work on self-improvement basis the constructive feedback I received in the past. I am sure my other colleagues in the organisation will also echo the same sentiments.

Taking tough calls

Desperate times call for desperate measures, and it was very unfortunate that we had to let go some of our team members. It was the most difficult decision to make. The entire HR team sprang into action along with the business teams. A special task force was created, comprising C&B, HR ops, HRBPs and even recruiters. This team ensured that all the difficult conversations are handled in the most humane and mature manner. As an organisation, we ensured transparent communication to avoid any ambiguity whatsoever. Apart from timely payouts of their dues we also extended benefits to them and their families during these difficult times. Many may not be aware that Deep Kalra, founder and group executive chairman, and Rajesh Magow, co-founder & group CEO, gave additional amounts from in their personal capacity, to each and every employee who had spent a decade with the organisation and were let go. A dedicated placement helpdesk was set up to facilitate their placement with other organisations, and it was quite successful.

Believing in leadership

As part of a few discussion around cost optimisation, I worked very closely with our CHRO and was even part of some meetings with the Group CEO. The way our leadership thinks and acts makes go-MMT a class organisation. Yes, there have been salary reductions. Yes, few of our employees were let go. However, considering that our revenue was almost down to zero during lockdown, we could have been forced to let go half of our workforce, just as many other companies have done. Salary reductions could have been steeper than what we faced. At a time when few companies in our space are on the brink of closure, here we are gearing up to recover and bounce back.

Innovating and grabbing opportunities

We have always believed that our employees are our biggest asset, and this belief has paid dividends. During the lockdown, teams have picked various critical projects and few new lines of business have also emerged. This only shows that innovations are happening in the organisation and their execution are of the highest standard.

In the stock market, quality of management is one of the key parameters to assess and value the business. With my utmost confidence in Go-MMT’s top-notch quality of management, I can put all my money on MMYT. With this strong leadership team it is just a matter of time before we start breaching the highest number of transactions, we used to do across all our LOBs. Even as I write, our business has started recovering and we have now restored salaries for all our employees.

Overcoming challenges

One of the challenges the new-age e-commerce industry has been grappling with for quite some time now is talent retention, especially in the technology team. To my surprise, this challenge persists even during the pandemic. Though resignations are low as compared to last year, considering the ongoing pandemic and related restrictions, and the fact that most companies have put their hiring plan on the back burner, this is rather alarming. The trend is being witnessed across all key players in the e-commerce space.

Our focus has been on employee well-being and learning during this period. The HR team has left no stone unturned to reach out to each employee and help them be more engaged and productive while working from home.

Appreciating the positives

On the personal front, one cannot complain when one is confined to the house with the loved ones. My colleagues with young children are having a wonderful time seeing their kids grow and enjoying their antics. The pandemic has helped create beautiful memories of togetherness, which will be cherished by all. While we have all been aware of the importance of the family, this phase endorsed the fact that life is fragile and our family members are our biggest strength.

I firmly believe that a healthy body leads to a healthy mind, and therefore, it is important to invest in oneself. The lockdown put a halt to all outdoor activities. Sports has always been a part of my life and I really missed the cricket matches with my go-MMT cricket team. However, the work-from-home arrangement saved a lot of time that would otherwise have been spent on commuting. We were able to spare some time to engage in physicals activities, such as Yoga, workouts, etc. Now that restrictions have been eased, I see lot of my colleagues picking up new hobbies.

Is this new normal here to stay? Will we get back to our pre-Covid routines once we have the vaccine? It is too early to answer these questions. However, the truth is that this has been a life- changing phase for all of us. It altered the very way we think and operate in every aspect of life. Hopefully, this will remain a once-in-a-lifetime experience.

(The author, Sunil Bahuguna, is the director – compensation & benefits, at Go-MMT)

The post Lockdown experiences: Through the lens of a Go-MMT employee appeared first on HR Katha.

However, beyond the wonderful skills, pulsating goals and unusual spectacle of matches conducted in empty stadiums, there were also very pertinent insights kindled, when it comes to the domain of leadership.

Football often provides a great stage to see a leader in action. The results are there for all to witness. The learning process is perhaps far more enjoyable than sitting through hours of seminars or lectures. However, it takes a desire to look beyond the obvious; and pay attention to ‘why’ something happens and not just ‘how’ it unfolds. Here are a few lessons gleaned from the gladiators showcasing their wares this season.

Overthinking with more Pep

Undoubtedly Pep Guardiola has been one of football’s greatest coaches. His tactical acumen, his retooling of the ‘Tiki-taka’ style of playing, and his pushing of players to their truest potential; all of it will surely contribute to his glittering legacy. However, he does tend to overthink at times. This was never more evident than in his tactics against an on paper ‘weaker’ team-Lyon, in a crunch quarterfinal. He chose to change a proven game plan that had worked for a few seasons quite inexplicably. He wished to try out something new and alien for his team, needless to say, it ended in disaster for him.

Sometimes, leaders, known for their brilliant strategic thinking, tend to overcompensate. They feel a new challenge needs a clever, new idea; even when the ongoing process, culture and approach is more than capable of handling the situation. Probably at a deeper level, there is a compelling urge to leave a ‘personal mark’ on every triumph. They fail to see that, at times, the ‘same old same old’ is not necessarily such a bad thing. As the ancients would say, the new can be exciting but the old is quite simply gold.

Quieting down when things get Messi

Lionel Messi is surely one of the all-time greats, his astounding talents putting him in an elite list that one may count on the fingers of one hand. For all his legendary skill, however, Messi has never quite sparkled as a leader and captain. His usual approach has let his exploits inspire those around him to greater deeds. Once a while, everyone has an off day. Sometimes, the entire team can be at sixes and sevens. That is exactly what happened when Messi’s Barcelona ran into a formidable Bayern Munich, in the quarter final. As they were being blown away, Messi’s lack of passionate exhortation, absence of any kind of communication, and no apparent effort to pick up his team mates; went as missing as his ‘trapped in bewilderment’ Barcelona team.

Leaders have to master the art of communication. In these pandemic times, the value of this skill has gone up more than ever before. This, especially given the lack of personal contact, is something we took for granted for so long. When things are bad, people look to their leader for guidance, inspiration and emotional support. Good times do not really require leaders. It is in a crisis that true leaders make their mark. Silence is a useful weapon to connote displeasure at times. However, when things are really at stake, one has to get vocal. It is the voice of the leader that provides the background score to the fight-back effort. If the leader chooses to say nothing, the symphony of the orchestra may simply descend into chaos and cacophony.

Urging others to turn over a Neuer leaf

In a key moment in the same match featuring Messi, the example of the opposing captain came to the fore. Barcelona received a lifeline when one of Bayern’s defenders inadvertently slammed the ball into his own net. The player, David Alaba, was understandably crestfallen at his miskick. His concentration level could have dropped dramatically at that moment, but Manuel Neuer, the Bayern goal keeper and captain, quickly picked him up, smiled and told him to forget about it. That instant response from Bayern’s legendary custodian ensured Alaba could truly put his mistake behind him, and start excelling again.

Debacles are a part of daily life, even at the office. Sometimes, a catastrophe happens despite everyone’s best efforts. If such is the case, it is important for the leaders to acknowledge the honest shortcomings, see the funny side of things and inspire their teams to start again. Not every mistake merits a reprimand. Some even entail a hand-on-the-shoulder approach (metaphorically speaking of course, in these days of social distancing). It is in the interest of the leaders to keep their team members focused and motivated. This is where the art of avoiding the urge to censure or rebuke comes in. If things can conclude on a happy note, the possibilities of correction are even better.

There’s no Flicking past man management

Just a few months ago, the German giants Bayern Munich were in a slump. They had fired their previous coach and the team seemed in disarray. That is when Hansi Flick stepped in. One of the greatest things he did, was to build a personal connection with every member of the team. In interviews subsequently, nearly every player spoke of how he connected with them, at a human level first before the professional. This helped bond the team magnificently. They went on an unprecedented unbeaten run, and swept all before them to win that most prestigious of all prizes – The Champions League.

‘Managers are aplenty, but leaders very rare,’ goes the popular maxim. Perhaps this needs to be paraphrased to, ‘managers are aplenty, but leaders who man-manage are truly rare’. Leadership often gets associated with high-profile callings, such as vision setting and strategy implementation. However, at the very fundamental level, it is, and always has been, all about getting more out of one’s team. It is about ensuring that the individual potential in the team, adds up to a bit more than the collective sum. It is about getting people to go theat extra mile. Eventually, leadership is a return to the fundamental basics that govern all human interactions. If one connects with someone’s heart; their mind, body and soul will willingly follow.

To conclude, lessons in leadership may be found in the most unexpected places. All it takes is a discerning mind to adopt unconventional stages as one’s teachers. When one is willing to do that, there’s always the prospect of scoring some great goals in terms of personal development.

Written by Vinay Kanchan, bestselling author, brand storyteller and innovation catalyst. His books include ‘Sportivity’, ‘Lessons from the Playground’ and ‘The Madness Starts at 9’.

The post Scoring leadership lessons with the Champions League appeared first on HR Katha.

Scenario 2. Human resource department stores employee records, in hard and soft formats. All manner of information right from the mundane — age, educational background to organisation specifics, such as yearly performance rating and transfer history. What if this repository was ever compromised or worse still, maliciously hacked into by cyber terrorists holding this data to ransom?

In the first scenario, it may be argued that questions give an insight into an individual’s background and do aid decision-making. After all, aren’t interviews all about asking those probing questions?

This is where the issue lies. Probing questions are justified and indeed an essential mechanism to judge the veracity of the candidate, but surely not at the cost of the individual’s right to privacy.

Data cannot be compromised

An interview seeks to determine whether a candidate is equipped with the knowledge, skills and attitude inter alia competencies suited to succeed in the given role. The questions, hence, should be centred around assessing those exact parameters. A behavioural event interview (BEI) done the right way goes a long way in ascertaining the thought process of the individual. There are a battery of psychometric tools available to figure out the nature and personality of the individual. So, how do the marital plans of a candidate or their spouse’s transferable nature of job add value to the selection process?

For far too long we have patronised such questions, but these are not necessary for the role. Queries related to salary, marital status and family plans unnecessarily intrude an individual’s privacy. On the contrary, these can give rise to the spectre of personal biases in the recruiter and may ultimately result in rejection of an otherwise competent candidate.

Societal norms are changing at a fast pace. What was acceptable five years back is a no-no today. Thanks to movements, such as #metoo, the working population is aware of what is acceptable behaviour and what is not, and same goes with the questions thrown at candidates during an interview as well. A situation where a male recruiter asks the female candidate a question about her personal life may even light a conflagration and put lives and careers at risk.

The aspect of sanctity of individual privacy goes beyond the confines of the interview cabin.

Human resources teams capture large volumes of data about employees in the daily course of business, be it in the name of acquiring information that may help the organisation at different points in time, or generating flags that can be used to create employee touch points. However, the underlying question always is, whether the data is safe.
Earlier this month, photography giant Canon fell victim to Maze, a ransomware that managed to steal critical business data and employee data, and even attacked its e-mail, Microsoft Team and other internal systems. The threat is all too real now! Statista, a market and consumer data company, reports that 2019 itself saw 188 million cases of ransom attacks on individuals and organisations globally.

While it is a constant game of one-upmanship between the IT departments of the organisations and the trojans, malware and ransomware of the world, it cannot be denied, that all the data today that human resource teams maintain, if compromised, can lead to a catastrophe.

Data Privacy Bill

Close to home, the Data Privacy Bill 2018 awaits in the wings. The bill, which is yet to be enacted into a law, brings a far more degree of onus on the ‘data fiduciary’, that is, the organisation (Sec 11). It clearly mandates that the consent of the individual is the key and this consent can be withdrawn (Sec 12, Cl. (1), (2). Should this Act come into force, the sanctity of individual data, its gathering, processing, retrieval and subsequently deletion, will all become paramount.

How should the HR team of tomorrow act?

Three things need to be at the top of the mind for HR professionals:

1. Collection of data – Any data collected from an employee, no matter how small or personal, is to be treated with care and caution. The HR professional will have to collect the data with a written disclaimer that such data will be used for specified purposes and is being collected from the employee of his free will and that the employee reserves the right to withdraw the consent.

2. Maintenance of data – Any employee data collected therein should be maintained in encrypted form and all reasonable measures must be be taken to ensure that such information is classified as ‘confidential’ and adequate information security measures, including access to data will have to be maintained.

3. Deletion of data – Data has a life span as well. Organisations usually maintain employee records for a period of seven years before they are destroyed. This is key. Data disposal, whether hard or soft copy, needs to be comprehensive. Once such data is deleted, no part of it should be produced or retained in any form or shape by the ‘data fiduciary’.

The human resources department/team is the conscience keeper of the organisation. Its members hold the scales of justice and equity in the company. Hence, it is all the more a necessity that the HR team be aware and change itself according to the changing scenarios, norms and regulations, so as to lead the way for the organisation.

The right to privacy of individuals and the sanctity of their data is here to stay. It will soon have the backing of the law. Are we, as HR professionals, ready to deal with the change?

(The author Rishi Basu is a senior HR professional with 14 years of experience. Until recently, he was heading the human capital team of a digital solutions firm in Mumbai.)

The post The right to privacy versus HR – On collision course appeared first on HR Katha.

So what works in learning? How do people really learn? What does science say about how we can learn best? These are some questions we will try to answer here.

Enabling retention and shunning mass practice

How much do you remember of that webinar you attended last week? How much will you remember a week after? Like most others, you would have probably forgotten as much as 70% of what was discussed, within the first week itself. Crazy, right?

Think about this: long-term retention of learning is what enables performance but the process of forgetting militates against it! Re-reading and mass-practice are simply not good learning strategies, as they work on short-term memory and are hardly engaging.

Researchers have found that ‘Retrieval’ is a better way to learn and enable retention. It involves deliberately trying to recollect learning from memory. It requires the learner to reconstruct the components of skills/material from long-term memory, rather than mindlessly repeating them from short-term memory. This creates mental models (connection of ideas) that are essential for mastery.

Deploying the retrieval learning strategy is super easy! The three simple tools to be employed are:

• Tests: Periodic low stakes app-enabled quizzes on the concept(s) can make the learner think and provide feedback afterwards.
• Reflection: Retrieval of past experiences, connecting them to new ones and rehearsing what one may do differently next time is a great exercise for skills training.
• Flashcards: Use of flashcards for self-learning is an efficient technique.

Moving beyond learning styles

“Tailor the content to the group’s learning style. People learn best in their preferred modes of learning!” Trainers get to hear this a lot.

Some may try to get stuck with the kind of typology to use- VAK, Kolb’s Cycle or something else? They may invest hours to get a repository of redundant content that they may use after having evaluated the group’s learning style. How cumbersome!

When the feedback comes, it shows no great improvement and dismal retention of learning. So what went wrong?

How to get that instructional design right?

• Think about your school days. Wasn’t Geometry best taught visually and English Literature best taught verbally? The content dictated the effectiveness of the format. Why should corporate training not abide by this?
• It is difficult to concentrate on anything for too long. Why not change the teaching strategies (say shift between activities to work individually/ in pairs/in a group) or teaching tools, (such as recall questions, circle of knowledge, and so on) after every couple of minutes?
• Finally, some people learn better than others, while others have difficulty setting aside irrelevant and competing information that prevents them from creating a workable mental model. Here, embed questions in texts to help readers focus on the main ideas.

Also, see research by Pashler, McDaniel and others (2008) to know more about the popular myth of how designing for learning styles is ineffective.

How do the best learning courses get it right?

Everyone had that teacher who bellowed, “Write what I have dictated in class and reproduce it in the identical way in the test”. Their course was a disaster, as reading additional material was penalised and rote learning was promoted. Alas, most of us had many such teachers.

What those following this method failed to realise is that:
• The ability to rephrase a concept is the litmus test of whether one has really understood the concept!
• Learning must develop discrimination skills — to assess the context, identify key ideas, discriminate b/w problems and then apply the correct solution!

Therefore, to ensure effective training and education:
• make your tests/practice sessions interleaved (mix the practice of two or more concepts instead of doing them individually) and varied (change the conditions associated with the usage of the concept — practise negotiating skills within a commercial setting and a distributor setting);
• use generation exercises, that is, solve a problem or answer a question using your own creativity and resources, before being shown the solution; and
• connect new learning to previous experiences (refer example quoted in the first para)

Ultimately, if science dictates our instruction instead of intuition or popular practices, we will be capable of creating transformative learning solutions.

The post The science behind effective learning appeared first on HR Katha.

1. Management levels

The most common and serious symptom of poor organisation is an increase in the number of management levels.  A basic rule of organisation is to have as few management levels as possible, and ensure the shortest possible chain of command.

Every additional level makes it more difficult to attain mutual understanding by creating more noise and distorting the message.  Every additional level alters objectives and misdirects attention.  Every link in the chain sets up additional stresses and creates one more source of inertia (doing nothing), friction and slack.  The challenge is to move from a hierarchical to a team-based networked structure.

2. Recurring organisational problems

The second common symptom is recurring organisation problems.  No sooner is a problem supposedly solved than it comes back again with a new face.

Solving the recurring organisational problems requires making the right analyses — of the key activities, contributions, decisions — and conducting a relational analysis.  An organisational problem that keeps recurring, more than a couple of times, cannot be solved mechanically, by simply shuffling little boxes on an organisational chart.  It indicates a major lack of thinking, clarity and understanding.

3. Attention on intangibles

Equally common and dangerous is an organisational structure that diverts the attention of the key people towards the wrong, irrelevant and secondary problems.  Organisations should draw and focus the attention of people on major business decisions, key activities, performance and results.

4. Too many meetings

Too many meetings, attended by too many people can be a major issue.

Whenever executives, except those at the very senior level, spend more than a small fraction of their time — may be quarter or less — in meetings, it is sufficient evidence of poor organisation.  Too many meetings indicate that jobs have not been appropriately structured and those in the positions of authority have not been made truly responsible.  The need for meetings indicates that the decisions and relations analyses have either not been made at all or have not been applied.  The rule should be to minimise the need for people to get together to accomplish anything.

5. Poor people relations — too much friction 

An organisation in which people are constantly concerned about feelings and about what other people will or will not like is an organisation that has very poor human relations. Good human relations, like good manners, is taken for granted. Constant anxiety over other people’s feelings is the worst kind of human relations.

An organisation that suffers from poor human relations — and a great many do — clearly suffers from overstaffing.  It may be overstaffed in terms of activities.  Instead of focusing on key activities, it is crowded into rooms where people get on each other’s nerves, poke their elbows into each others eyes and step on each other’s toes.  Where there is enough distance and space, there is no question of collision. Over-staffed organisations create work, rather than performance.  They also create friction, sensitivity, irritation and concern with feelings.

6. Narrow jobs 

It is a symptom of improper organisation to rely on coordinators, assistants, and other such people whose job it is to not to have a job.  This indicates that activities and jobs have been too narrowly designed / defined, or instead of being designed for one defined result are expected to perform several parts of different tasks.

7. Skill-based work

If organisational components have been organised according to skill rather than according to their contribution or place in the process, there will be chaos.  It is essential to remember that skill always contributes only a part rather than a result.

8. Organisation — over-leveraged / overexposure

Every company has a desire to grow very fast.   Therefore, in order to grow at lightning speed, with wild ambitions, some companies borrow beyond their toes.  Although their business may be doing somewhat better than the average, they are not able to manage their business professionally.  Research has shown that since such companies are over-leveraged, they get trapped, for instance, Anil Ambani’s Reliance Group.

9. Fancy designations – not commensurate with responsibilities

Sometimes the organisational hierarchy becomes top heavy. As a result, the manpower costs escalate to an extent that it becomes difficult for organisations to manage.  In light of a technology-driven world, companies should seriously analyse  each and every job based on the contribution it makes to the bottom line, rather than linking it to experience or tenure.

10. Policies/procedures/systems on paper only

Policies are designed and remain on paper alone, while actual decision-making differs from the policies that are on paper. All policies should be on paper/systems and should be reviewed from time to time.  The idea of having systems and procedures on paper is bring in uniformity in the decision making for similar types of issues across the organisation.

11. Obsolete technology

Such companies are not aligned with technological changes taking place in the marketplace.  They continue to run their businesses based on their comfort zones rather than requirements of the business.

12. Bullying

In many companies, bullying is a very common practice. The seniors push the juniors to chase unreasonable targets or complete the work on an immediate basis. Work is always urgent and firefighting is the norm. An element of fear takes precedence over working from the head and heart.  Creativity and innovation take a back seat and task completion alone is the priority.

13. Budgets on paper only

When budgets are prepared systematically but execution becomes big problem due to a directionless approach at leadership levels, many problems arise.

14. Delay in salary & wages

Companies where salaries are not paid on time, or wages not disbursed on the due dates suffer from lack of planning.

15. Busy schedules of executives

Companies where executives remain perpetually busy and remain in the office till after 8.00 pm daily, affect the mental and physical health of the employees. In such companies, late sitting becomes a norm.

16. State of customers and suppliers

Companies where customers and suppliers are last priority, will find it difficult to progress towards success.

17. Random hiring and hiring

There are organisations where there are no manpower budgets, and hiring and firing are done at the whims and fancies of CEOs/promotors.  Often, the hiring is done in such a manner that number 2 and 3 are hired without intimation to number one in the department.

How to set things right

If we analyse these symptoms, two strong reasons or causes are revealed: poor leadership and absence of a strong ethics-based culture.

Managing employees is an art and only a good leader can master it, with intuition, skill, strong listening, and effective communication. If employees are managed correctly, things will change dramatically with time.  Following are some of the means to bring effective change into the culture of the organisation.

1. Have a clear plan in place

A change-management plan needs to clearly articulate the areas of the business that will be affected and the impact on customers, suppliers, stakeholders, and employees.

2. Set the goal

Employees will work better with concrete goals that are achievable (though they can simultaneously be aspirational). Workers need to be able to see the roles they play in achieving the new goals and what they will mean for them, their coworkers, their units, and the organisation once the goals are achieved.

It is important to be able to articulate to employees where the company stands now and where the leadership sees it in the future. Leaders should also be able to articulate why the company needs to change and where it needs to be, whether due to shifting market forces, new opportunities, financial issues, or a new strategic approach.

3. Define the change

Updates should be provided frequently to mitigate rumours, answer questions, and provide reassurance.

4. Articulate challenges

All changes come with risks of the unknown, uncertainty, and other potential challenges. It is important for companies to be upfront about the challenges that may be faced. Even if those challenges have not been fully identified and planned for, it is a good move to try and discuss the potential challenges, the range of those challenges, and what the company is doing or will do to address them.

5. Listen carefully

Employees are going to have a lot of questions, ideas, feelings and emotions. It is important for managers — from front-line supervisors to c-suite leaders — to openly and actively listen to these concerns, validate them, and address them as clearly and frankly as possible.

6. Find key influencers

Every organisation has key players who have earned the respect of their coworkers, have longevity (and therefore perspective), and are influential. Getting key players on board and letting them act as a sounding board can help senior leaders better understand how change is being perceived, refer recurring issues, and become advocates for the change.

7. Set new performance objectives

Organisations need to translate changes into performance appraisal, assessment, compensation, and promotion cycles quickly. Employees in a time of uncertainty will want to know how the changes will affect the way they are evaluated. Whenever possible, these changes should be articulated well before the performance period begins.

The post Manifestation of unhealthy organisation appeared first on HR Katha.

As the world gears up to tackle unprecedented challenges in the COVID-19 scenario, it is evident that much will hinge on the ability of the HR function to lead the organisation from the forefront and facilitate a smooth transition into the post-COVID-19 phase. Government organisations will be no exception to this trend.  

Over the last century, the role of HR in government organisations has undergone a paradigm shift from that of administration and supervision to talent management and retention, the latter more so for PSUs. The proliferation of technology and the onset of automation has made certain roles redundant, leading to the restructuring of job roles and changes in skill sets, not to underrate a high turnover of talented resources. This has had an obvious impact on the HR function in government organisations. 

Historically, government organisations and PSUs have been the torchbearers of economic growth and nation building. However, challenges such as overstaffing, ineffectual decision processes, frequent changes in leadership, lack of motivation, and so on have impeded their growth in recent times, leading to mounting losses. The COVID-19 crisis presents an opportunity for government organisations to rethink their role and assess their operational models. The role of HR will be the centrepiece in reimagining this change, assuming paramount importance in motivating employees, besides nurturing and retaining talent. The 

The present global crisis has underscored the need for cost optimisation and fuelled the demand for a workforce with diverse skillsets, encompassing various dimensions, such as increasing the proportion of the female workforce, integrating people of various age groups with different modes of work and learning and making workplaces accessible for the differently abled. All such functions imply the multi-pronged role of HR in leveraging this inclusivity to tackle the challenges amidst complex and dynamic economic scenario.  

Another sphere where the HR function comes into picture is providing lifelong learning. As demand for broad skillsets increases in the post-COVID-19 scenario, the HR function needs to foster an ethos of continuing education. This will further the organisation’s goal to provide necessary on-job training, exposure and nurture the skill set of employees. This will not only attract talented Millennial workforce, but also aid government organisations in achieving tangible outcomes, thereby impacting their bottom line. A corollary to encouraging talent retention is ensuring that employees feel a sense of belongingness to the organisation. An open-door policy and relatively fewer hierarchies will be instrumental for fostering this change, which again, implies that the role of the HR function cannot be underestimated here.

Employee engagement will gain new currency due to the need for government organisations to navigate through the transition in the post-COVID-19 era. This extends the role of the HR function — not only do they have to address concerns and apprehensions of employees in the post-COVID era but also focus on hygiene and wellness measures, besides devising novel ways to keep employees engaged and motivated. 

With remote working finding wider acceptance, and demand for automation growing, many leading corporates are leveraging technology extensively in a vast gamut of functions — from recruitment and onboarding employees to mapping their performance. Government organisations have already made a beginning by automating clerical tasks, embracing e-office, and conducting virtual meetings over internet-based platforms. The onus will be on the HR function to spearhead this change by sensitising the organisation on the significance of the proposed technology and encouraging its wide adoption. 

Hence, the ongoing coronavirus crisis has brought to the fore the all-encompassing and indispensable nature of the HR function in government organisations. The road ahead may be daunting, but certainly rewarding. 

The post How COVID-19 will redefine the HR function in government organisations appeared first on HR Katha.

The people entrusted with this responsibility, frequently stroll into the room rather grudgingly, and instantly switch into the ‘autopilot’ mode. And that sets the tone for cursory, uninspired interactions, where the interviewee is essentially encouraged to put on a show. There is a koan around an elusive idea of the sound of one hand clapping; if one strains one’s ears enough, that concept can often be heard outside the door of the room where interviews are being conducted.

Over the years I have come to believe that performing great interviews is a truly creative art. Here are a few things, which perhaps may bring the other hand (with reference to the koan) into play…

Set aside some time before

Many interviewers walk into interview rooms at the last conceivable minute, sometimes even late, with their minds still preoccupied with something else. Little wonder then, they either want the interview to terminate quickly, or engage in a line of questioning navigated by their ignorance about the candidate. It is always worth the effort to cease all other activities some time before commencing the interview, even if it means a mere five-minute window. This allows one to clear the mind, scan the resume of the person in question, and begin the interview on a more informed note. Even a simple “Good morning Pooja”, as opposed to only “Good morning”, can build a bridge with someone. On the face of it, this seems a simple step. But the greatest progress is often made by concentrating on the simplest of things.

Nurture the right environment

The interview should always be about uncovering the best talents of the prospect. This is seldom possible, unless the right climate is created in the room, and this has no reference to the air conditioning system. Building a rapport is as much the responsibility of the interviewer as it is of the interviewee. Candidates are often made to feel they are in a truly alien environment. Their entry into the room is usually a little circumspect. The onus lies with the interviewer to draw them out of their proverbial shells and present a favourable atmosphere in which they can showcase their potential. The maxim ‘people are our greatest assets’ eventually only makes sense, when they are given the best chance to prove why they could bring a new energy to the company’s ecosystem. And that thought needs to echo across the entire interview panel.

Don’t condescend, ever

There is a school of thought along the lines of ‘pressure identifies the real diamonds’. Perhaps there is some merit in that. But there is a propensity to get carried away by this. The session can then degenerate into one where the interviewer feels obligated to flaunt his credentials. Statements, such as “I knew that when I was your age” or “your career graph seems to be rapidly declining”, never really help lead to anything of consequence. Then there is also the tendency of the interviewer to talk down to the candidate. One has to be always extra careful about how candid feedback is given, especially when it comes to younger minds. There is no telling what kind of scars people may carry back with them. And no interview in the world is frankly worth that. The golden rule ‘do unto others as you would have them do unto you’ proves that the ancients knew a thing or two about interviews, which applies even in this digital era.

Make it interesting

Most well-oiled organisations know exactly what they are looking for, when it comes to literally every position. There are set criteria and parameters against which the prospects need to be evaluated. This can make the whole process a bit like an assembly line. It can become hugely monotonous and dreary. And if many interviews are on the menu, things can look distinctly unappetising. This is why, it is critical to usher in a spirit of enjoyment in the proceedings. This can be done by infusing a sense of imagination and play in the interrogation. Perhaps asking questions, such as “Which song best captures your essence as a person?” not only disrupts the linearity of things, but may also reveal interesting conceptual thinking abilities and creative skills that the candidate may possess. Meeting new people should always be an exciting event. And going ‘off the script’ once in a while can certainly help keep everyone involved on their toes.

Conduct a personal ‘questions’ audit

Like most movies or television serials, experienced interviewers can also succumb to a set ‘formula’. There is an inclination to recycle the same old questions. Of course, many of these have worked over the years and can be extremely insightful. But interviews should always be forums for the interviewer for personal introspection. ‘Did I ask anything different this time around? Where did I find my interest waning? Am I getting tired of asking this question?’ and so on. Such contemplative exercises can only serve to revitalise the skills of the interviewer. There is also another serious question to consider, ‘Do some questions deserve retirement?’

In a rapidly changing world queries, such as ‘Where do you see yourself five years from now?’ should be sent back to the ‘Interview Question Hall of Fame’. Questions are state-of-the art tools, meant to be employed at interviews. Here too, as in the case of smartphones, one would always desire to use the latest and updated versions.

To conclude, great interview experiences are not a result of serendipity; they need to be consciously designed. The power to do that lies very much on the interviewer’s side of the table. But, in many ways, it is also absolutely in the interviewer’s interest. Human beings at their best can be priceless resources. Access to any such treasure entails a little bit of effort and deeper digging. But it is all entirely worth it, always.

The post Designing great interviews appeared first on HR Katha.

Beyond these core pillars, as defined by the Government, lie several other impediments. Corporate governance, entrepreneurial freedom and organisational culture are areas where the bulk of the Indian industry still fares poorly. As home-grown businesses graduate to MSME status and eventually list on stock exchanges, somewhere along the way, the founder-promoters forget to let go. As a result, we have a whole lot of midcaps, which continue to run as family shops and will probably never make it big. If they do not lose money, they will sit on shareholder wealth and offer earnings less than the fixed deposit rates of banks.

Unless this middle sector transforms from desi to world class, and unleashes the full potential of Indian genius, we will continue to be followers and copycats and not innovative leaders. When we talk of going from ‘local to global’ and globalising Indian brands, we must understand that nothing short of the best talent and best corporate practices will get us there. And that, for all our companies from ‘lala’ land, means changing themselves to address these pivotal issues:

Corporate governance: 

Founder-promoters must give up operational command and progressively retreat into non-executive positions when they secure substantial public funding. Given that they will almost always misuse coercive or referent power to dictate decisions to the company management, they should voluntarily destroy this remote control. After all, the public does not invest in a personality or industrialist, howsoever iconic he may be. The public invests in a sector and in a business that can milk the opportunities to offer high returns. The promoters owe it to the public to hire the best management and let them drive the business.

Entrepreneurial freedom:

Key appointments of leaders, such as the CEO, CFO and CHRO, should be based on merit and results and not on whom the promoter can trust to implement his agenda. Top management that has global exposure and is sensitive to modern, evolving industrial practices and workforce rights can make a huge difference, if empowered. This is especially effective in the manufacturing sector, where old ways of doing things need to be radically overhauled — the top leadership must exercise entrepreneurial freedom even at the cost of a few quarters’ profits.

Organisational culture:

Why should employees be at the beck and call of their bosses, or the management or the promoters? Don’t they have a life beyond work? Does this contribute to agility, resilience and productivity? No. That is as far from the truth as we are from Pluto. This behaviour is just one symptom of the disease called ’corporate slavery’ that emanates from the master-servant relationship implied in a hiring. When the person at the helm thinks in terms of ‘my company, my money and my workers’, he perpetuates a culture of sycophancy and predatory politics. Even in MNCs, such behaviour is common among regional or divisional heads if overall governance is indifferent or weak. The Organisational Culture Inventory or OCI tool calls it a red culture. As a result, the best talent stays away and what remains is deadwood, which is well past its ‘best before’ date.

Employers of choice trust and respect their employees and offer unlimited freedom to enable their best. Compare how Google and Facebook announced work from home till 2021 with how a few companies forced HR and marketing to attend office during the lockdown. The social media is abuzz with such examples.

Millions of youth joining the workforce today have grown up in new millennia with little tolerance for veneration, hierarchy or unearned credit. They do not see an appointment letter as a favour rendered. As Indian society is transforming, so must our ‘Lala’ companies.

The post Why ‘lala companies’ must transform to compete globally appeared first on HR Katha.

Something similar is currently happening around us due to the coronavirus pandemic. Some are calling it coronavirus, some are labelling it as COVID-19, but all are collectively assessing the virus and its impact. You may have already read a lot about this through various articles, videos and webinars. Many people and organisations are still trying their best to decode what has happened and express their views and suggestions on how the pandemic will change the world post the disaster.

I am in no way different in attempting to decipher the impact of the outbreak on all of us. We all concur that the coronavirus will bring about massive changes in us, as individuals. However, my assessment is more oriented towards its impact on the organisation:

Respect every role:

One thing this crisis has driven home is that no role can be labelled as either big/small or impactful/non-impactful anymore. All roles have their relevance and each role will substantiate its value beyond imagination at the opportune moment. Organisations and nations require different roles to function smoothly, and in the absence of appreciation for other roles (regardless of the associated pay cheque), this planet will struggle to survive. The last few weeks have witnessed many CEOs being confined to their homes, while their delivery staff are leading their organisations from the front, and getting closer to their customers. Our housekeeping staff and essential services are as important as our strategy/corporate functions at the head office. Therefore, once we return to normalcy, we should change our view-point about the contribution of each role/role holder and should give them the acknowledgement they duly deserve.

Be fast but not furious:

When a catastrophe of this magnitude —with no former reference point— hits, the agility of the leaders and the calmness they demonstrate makes the difference. This not the time to panic, but it is certainly not the time to procrastinate either! Not only do decisions need to be taken in the best interest of the team members, but these decisions have to be swiftly percolated down to the last man standing, so that everyone acts in unison and with the same spirit. Once normalcy is restored, we must revisit the competencies required for our organisation which stimulate this type of agility and awareness. One may contend that these are one-off occurrences in the lifespan of an organisation and cannot be premeditated, but it is still better to attempt and build systems around them.

Be competitively creative:

Like any tragedy, COVID-19 also gave us ample opportunities to wear our creative hats, be it for personal or for business reasons. We all comprehend that creativity creates opportunity. In these tough times, we have seen how people have taken creativity to the next level (like using tooth picks to press elevator buttons to avoid human contact!). In this race, organisations are also not lagging behind. Through their employees, they have used this opportunity to take this challenge head on. We never expected automobile companies, such as Maruti and Mahindra to come out with plans to manufacture ventilators. Who would have thought ITC/Marico would use Swiggy/Zomato to service their customers at home? Though all this is unprecedented, it still gives us a silver lining, that once this crisis is over, we will continue to reset our creativity button more often and will do different things differently.

Help teams transition into tribes:

One of the biggest impacts of the coronavirus outbreak will be on the way we envisage roles in organisations. Instead of bundling activities into one role, a reversal will take place. Roles will perhaps be redefined as activities, and hence, the dependence on one individual, one function or one location will be minimised to a large extent. I further feel that this crisis will give us an opportunity to structure our teams. The whole manner of defining and interpreting teams will change, giving rise to a more tribe-oriented functioning. It is too early to envisage how and when it will change, but change it will. You will see many organisations and consultants starting to function in this direction.

Accept that technology is not a threat:

For years now, we have all been pondering on how technology is a threat to human beings in the workplace, and how people are getting addicted to gadgets. However, in the current situation, we have seen the appreciable side of technology. We have seen it emerging as a saviour for the humankind. Right from drones disinfecting localities, to robots replacing human transactions in the infected areas, technology has been all pervasive and has now become integral for human survival. In the times to come, this conversion will be steeper and will require serious discussion and considering in business planning. Robots/ virtual technology will dominate industries and will co-exist with humans at the workplace. Technology in sectors, such as healthcare, manufacturing, and retail will gain more prominence and will become the central agenda of the boardroom.

As an HR professional, I can perceive a lot of opportunities emerging for us out of this calamity. It is now upon us to use this to help our organisations shape the new approach of working. However, it will be unfair on my part to claim that these are the only potential areas, where organisations will see renovation. These are just a few of the areas, which in my limited wisdom, I can envisage. At the end of the day, I am one of the blind men in the room, trying to feel the elephant with my imagination and understanding. There are many more like me in the room, who will interpret/imagine the elephant in their own way and share their outlook.

However, one thing is quite clear — the current crisis is humongous and so will be the learnings from it.

The post Conquer Your Corona…Your Way appeared first on HR Katha.

In Week 2, the honeymoon is already wearing off. Housework is no longer romantic. Boredom is setting in. Confined spaces do not feel cosy anymore. Tempers are frayed. Patience comes at a premium. There is screen fatigue from watching too much of Netflix and HotStar. So, the discourse has changed to meditation, yoga and other ways to reclaim inner calm.

Come Week 3, and we may have a spate of advice on how to prepare for going back to work and the old 9 to 5 (or whatever) routine — assuming the lockdown will be lifted by the April 14, as indicated by the Government. As a WhatsApp wit commented – “Waiting for the 15th – when I can go back to office and rest”.

The lockdown literally came upon us. We did not have much time to prepare. So, we tried to stay afloat after being thrown into the deep end of the pool. Most organisations — barring, perhaps, some MNCs and IT companies — were not ready either technologically or culturally to switch whole-hog into a #WorkFromHome mode overnight.

Technology issues are easy to fathom. In India, not all employees across levels have laptops or computers at home. Internet connections can be patchy, especially in the current situation when the demand for bandwidth has skyrocketed. Of course, almost everyone has a smartphone now — but that is not good enough to transact all business. VPN connections are required to be able to operate ERP systems from home.

Culturally, the issues were more complex. While the focus was on work, routine processes did not receive the same level of attention. But, it is the latter that is more critical for seamless and efficient operation. #WorkFromHome is not just about telecons, Zoom meetings, WhatsApp, Google Hangouts and e-mails. These can work for a few days but not on a sustained basis. For teams to collaborate, IT platforms and systems for managing work flows are essential. But, for large sections of the corporate universe, solutions such as MS Teams, Slack, CISCO Meetings — common abroad — were alien concepts.

The general mood right now is that everyone is looking forward to April 15, humming the old Thums Up jingle “Happy Days are here again”. Some may be visualising the bonhomie one sees post a Diwali or New Year break, with colleagues hugging and wishing each other.

Flippancy apart, to assume that the ‘reset’ button will automatically switch on as soon as the #lockdown ends to restore status-quo ante – as they say in legalese – may be utterly simplistic.

If there is a lesson Corona has taught the world, it is about how dangerous it can be to predict the future on the basis of the past. As a corollary to that, pundits seem to agree on one point. The unanimous opinion across the board is that the meta-disruption caused by the #CovidPandemic is going to change the future of work for good. I saw a funny meme asking “Who brought about digital transformation in your company – the CEO, CTO or COVID?” There is a hard truth in that question.

Surely, the experience of work dislocation during the COVID crisis is going to accelerate digital transformation in most organisations. It will no longer be something ‘good to do’ but a question of survival. That will have its implication on jobs and the way business is conducted. Still, that will not happen overnight. But, we should be ready for other changes overtaking us earlier.

The world they said had turned exponentially Variable, Uncertain, Complex and Ambiguous, making VUCA a modern business cliché. However, it was usually talked of in the context of the larger environment. But, going back to office – many may find the VUCA atmosphere has pervaded in the workplace too. There are many variables at play that may cause this.

First, it is highly unlikely that the #lockdown will be lifted at one go. If the Government follows a ‘phased exit’ policy then it will take a long time before the economy limps back to normal. Besides, physical constraints on transit and transportation may continue for some more time — compelling organisations to work with less than optimal or skeletal staffing. So, many of the challenges of #WorkFromHome will remain for a while. It is uncertain as to what policy multinational companies would adopt in the light of global embargoes from the headquarters, unless country-specific exceptions are granted.

There are enough signs to indicate that even if the nationwide lockdown is lifted, some states, Maharashtra for instance, may extend it for some more time, depending on local conditions. There may be new hotspots around the country that have to be isolated, which, in turn, will cause new ripples.

Even if India recovers or brings the situation under control faster than the rest of the world, it still cannot stand as an island in a global economy. From the looks of it, both the US and Europe are in for a long haul. The Middle East remains severely affected. Some far-eastern countries, such as Japan are precariously close to regression. All this will not leave India untouched.

When there is no visibility on what lies ahead, the top management instinctively turns towards what is under its control. This can trigger structural changes aimed at making the organisation lean and fit. This would have obvious implications on headcounts and remuneration, which are usually the easiest to implement.

Finally, Corona has taught us not to double guess it or take it for granted. Experience from around the world shows it has a nasty habit of returning with a vengeance, if people become complacent or callous.

So, it will be prudent for all of us to anticipate the lifting of the #lockdown with cautious optimism.

The post Lockdown Blues appeared first on HR Katha.

I want to reflect on money from a behavioural and psychological perspective. Here are some key insights from the loads of research on money and happiness.

We quickly adapt to higher income and all the things it can buy

We are adaptable creatures, and that is why, we are never fully satisfied even if good fortune comes our way. Of course, a new swanky car gives us thrill and enjoyment, but soon we get used to it. Psychologists call this phenomenon ‘happiness adaptation’ — human tendency to quickly return to a relatively stable level of happiness, despite major positive or negative events. Psychologists often refer to happiness adaptation as the ‘hedonic treadmill’ because we always end up where we started. Research has repeatedly proved that people who win lotteries return to roughly their original levels of happiness after the novelty has worn off.

It is not ‘absolute wealth’ but the ‘relative wealth’ that is linked to happiness.

We endlessly compare ourselves with others — the people we work with, our peers, people we grew up with, that is, our friends and classmates. Researchers have found that it’s not the absolute wealth that is linked to happiness, but the relative wealth and status. We are happy with our salary raise only until we find out that our peer received a higher salary raise.

Comparisons can drive us to improve ourselves, and that can be a very good thing. However, there can be drawbacks too. Such comparisons can result in a negative vortex, often pushing us to make emotion-based decisions in the heat of the moment.

Income has a positive relationship with happiness, but it is not a straight line.  

We’re never satisfied. We earnestly believe that if we had a little bit more money, we’d be happier. “But when we get there, we’re not,” says Catherine Sanderson, a psychology professor at Amherst College. The impact of additional income is greatest among those who have little money, but it does not stop mattering even after the income improves significantly. Nevertheless, according to 80000 hours.org, doubling of income may make a person only about five per cent more happy than she/he is presently.

Your personal worldview of money matters

Researchers at the National Academy of Sciences, measured brain activity of research participants while drinking wine. Regions of the brain responsible for registering pleasure were more active when the wine was identified as expensive as opposed to inexpensive. The punch line: it was the same wine in both cases!

The conclusion is unmistakable. How we perceive rewards (wine in this case) determines our happiness. I’m not advocating that money is not important, but the research on money and happiness suggests that the way we think about ourselves and our world is the strongest factor in determining our happiness.

Some of us may not agree with these research findings, and some findings may even seem contradictory. Our own needs, viewpoints and experiences shape our relationship with money. One thing is clear though- money is not only about money, it carries a strong emotional valence.

Makarand Khatavkar, is an executive coach and holds an ICC from INSEAD.

The post Salary Raise: more may be better but not always… appeared first on HR Katha.

We have two lives, and the second begins when we realise we only have one.

If you think about it, that is so true. Most of us tend to go through life without putting too much thought into actually living it. What would it be like if we were to start our second life now and make the best of it?

In order to do this, we need to be ALIVE, that is, take the following 5 simple steps:

Acknowledge that we are indeed privileged to be where we are and that we actually have an opportunity to lead our life the way we would like to. For a large section of the population, life is about eking out a daily living and making ends meet. It’s a privilege that we shouldn’t take for granted.

Leverage every opportunity. It is important that we create opportunities for ourselves and also not squander away any opportunities that may get created. Not everyone is as fortunate to have opportunities landing at their doorstep.

Imagine a new reality. This is all about thinking of the impact that you would like to make — the legacy that you would like to leave behind in your work, in your community. Thinking of these gives a sense of purpose and direction to us. And a new meaning to life.

Vanquish all doubts. Every new adventure starts with a sense of fear of the unknown. It takes us out of our comfort zone. It lands us in situations that we aren’t used to. Doubts start creeping in about our ability to deal with these. We often debate about going back to status quo because it is comfortable. Overcoming these doubts is the key to success. As they say, dar ke aage jeet hai!!

Embark on the journey. Once we know what we want to do, and have removed all doubts, it is time to act, to take those first steps on this new journey. There will be obstacles and setbacks, but the key is to keep at it and keep moving. And the universe will conspire to make it happen.

Now something like this can be true for an organisational transformation or for a personal mission of climbing a mountain too.  Let me share what I mean through two examples.

At Perfetti India, we went through large-scale business transformation over the past 18 months. It was a difficult period, but now that all the actions have been taken, we are beginning to see the results. If I were to draw out the ALIVE model for this journey, it will look something like this:

A Acknowledging that all of us were privileged to work in an organisation, which has had a glorious run in India for over two decades, made us belive that there was no reason why we couldn’t regain our past glory. We had the opportunity to adapt to the changing times and do what is required to get back to growth.

L Leveraging all opportunities and even creating new opportunities —by actively seeking best practices, effective benchmarking and fully leveraging our entrepreneurial mindset— allowed us to bring in a great level of effectiveness and efficiency in our operations.

I Imagining the new reality was a key step in the whole process. Creating a vision for the transformation and ensuring that it was cascaded across all levels of the organisation ensured that people bought into the change and embraced it. This significantly helped in the implementation.

V Vanquishing the various doubts that people had was critical. it was important to tell people that it is a growth-oriented strategy and not a cost-cutting one. Celebrating small wins was a great mechanism to show progress, which helped clear doubts in people’s minds.

E Embarking on the journey one step at a time gave everyone a sense of progress and achievement. The actions taken and the results that we achieved were pro-actively communicated across the organisation. Success begets success and it soon turns into a virtuous cycle.

A couple of weeks ago, I trekked up to the Annapurna Base Camp with my friends. It was a fantastic experience and upon reflection, I realised that the ALIVE framework is equally relevant there as well.

A Acknowledging that I had the privilege of being able to go on such a trip with my friends from a health, time and monetary perspective made it all the more worthwhile.

L Leveraging the opportunity. Along the way, we created those moments to keep us motivated. We found joy in simple things – eating raw Wai Wai noodles spiced up with chopped onions and green chillies, singing songs while trekking in the rain, gorging on the simple yet delicious dal-bhaath and even watching the IPL finals in a tea house at over 10,000 feet!!

I Imagining the sight that awaited us at the end of the journey pushed us on. The route to ABC has several stone steps that made us go up and down them every day. As we plodded on, the one thought that kept all of us going was to reach the base camp and experience the majestic Annapurna in all her glory. That image was a huge motivator.

V Many times along the way, there were doubts that crept in – ‘What am I doing here? Why am I putting my knees through this torture? Could we not have gone on an easier trek?’ But we egged each other on, made light of our doubts, addressed some of the concerns and kept going.

E As we progressed each day, we gained in confidence, we celebrated our small wins. We felt we could do it, and then finally we did it. The journey itself was as much an experience as reaching the summit. It was tough, challenging, unpredictable, yet satisfying, rewarding and enriching.

It would be nice for us to take stock every once in a while, and see how we can start living our second life. And soon, we will discover the joy of being ALIVE as opposed to just living.

The post Being ALIVE – Rajesh Ramakrishnan, MD, Perfetti Van Melle India appeared first on HR Katha.

When Melody Wilding, a renowned performance coach, in her work Think like an Executive coined the three psychological skills sets for a senior leader, namely realistic optimism, ambiguous tolerance and emotional regulation, little did we fathom that, apart from what is apparent on the face of it, we also need to introspect the importance of the ‘true emotional state’ of senior leaders, and how it impacts their lives in and out of their conscious zones.

With the popular saying ‘lonely at the top’ seeming to be true and needing no further qualification, leaders have often been portrayed as heroes. Many commentaries subscribe to the ‘romanticised’ accounts that exaggerate the power and supremacy of leaders.

Many of us know what it feels like to be ‘looked up to’, but not ‘seen’. Some of it is the fault of those who simply want power and supremacy as an instrument for a successful life and what it does for them— at least visibly— making them feel more important, giving them greater access and using the associations for their own gains. This segment also feels enamoured by the fat pay cheques and constant social and professional prestige which are tough to let go. This as I call, is that portion of the iceberg, which always stands tall and projects distinctively.

The Centre of Creative Leadership came out with a white paper recently concluding 88 per cent of senior leaders suffer from uncontrollable stress in their life and try to work out options to mitigate the same. This is the cost of the extrinsic accolades that senior leaders receive as mentioned earlier.

Leaders strive and achieve perfection with minimal resources. If they do not, they become vulnerable and fragile, and that is something they don’t want to be. Perfection, unfortunately, can never be won over in this cycle of mankind as our brains are constantly ‘seeking’ and ‘exploring’ new avenues and opportunities. More often than not we are rarely content with what we possess or have accomplished.

The other end of the spectrum is also not that rosy. In addition to professional commitments, the leaders are expected to be equally committed to their personal lives too. The same translates to quality time spent with spouse, children and family members, attending family congregations, connecting with long-lost friends and more significantly, sparing time for oneself. As much as they would like to maintain a healthy balance, the reality leaves more to be desired.

This unintended imbalance leads to neglect of family, peers and other close accomplices, gradually increasing the psychological distance. The senior leaders then find themselves at the precipice of imminent emotional and physical disintegration.

The idea of abandoning the power and supremacy built over one’s critical timespan is the toughest task for senior leaders. The silver lining is that today’s leaders are beginning to realise that such powers are timebound and short-lived, and thus, seek professional support through coaching, wellness and health initiatives. Too many smart and successful corporates buy into the notion that success is ultimately a solo venture and a path that most must walk alone. This is just not true. The path to professional fulfilment does not have to be a solo walk if you are willing to invest time and attention into the relationships that are important to you. There will come a time when in order to stay effective in professional and personal roles, leaders will have to make a conscious effort to maintain a healthy balance and calibrate their expectations.

The post Cost of being a Senior Leader appeared first on HR Katha.

Let us focus on the emergence of the organisational effectiveness (OE) model as the synthesis of human capital/talent analytics and design thinking. The organisations can reap optimum benefits only through the amalgamation of these two approaches mentioned in the following diagram:

In isolation, the application of each approach has limitations. The ‘analytics’ provides insights and decision parameters, while the predictive analytics ascertains the predictive and transformative factors, which have higher predictability, explanatory power and impact for the outcomes. The complexity of current business processes is the outcome of interplay of a plethora of causative factors. As the constituents and determinants, these factors have relative importance in terms of explanatory power for business outcome. Thus, for resource optimisation in terms of physical, economical, financial and human resources which are scarce, it is imperative for the organisations to focus on most predictable variables or factors, which are the prime causative factors for the business results. As the first step, the identification of these key determinants is important, before focussing on the most significant and dominant causative parameters for the business outcomes.

The identified predictive factors have to be viewed and re-looked with greater focus and the application of ‘design thinking’ on these identified ‘predictive factors’ can play a critical role in order to ensure maximum benefits for the organisation. Thus, the combination of design thinking, design experiments, action planning and effective execution can lead to organisational productivity and performance, and consequently, organisational effectiveness and competitive advantages for the organisation.

Design thinking associated with predictive parameters

The significance of design thinking and predictive analytics can be better understood with the example provided in the integrated talent management domain. Based on the following empirical research (multiple regression equation) conducted by the author, it has been found that the work design (WD) has stronger predictability in measuring and explaining ‘employee engagement’, which is defined as the degree of contentment, positive attitude, commitment and involvement of the employees towards the organisation and its various subsystems. The ‘work design’ measures the extent to which there is role clarity, autonomy to fulfill tasks and responsibilities, attainment of superordinate goals, a sense of meaningfulness and accomplishment from the work performed.

In the following diagram, Pearson’s Correlation has been used to determine the strength and direction of correlation among the independent variables i.e. dimensions/key engagement drivers and dependent (Outcome) variable: Employee Engagement (commitment & involvement).

As per the above analysis, Work Design emerges as a relative strength area. Thus, ‘design thinking’ with the objective of maximising the employee-centric values through the process of innovation and reengineering or improvement, should be adopted to strengthen it further as it is directly correlated to employee engagement, commitment & involvement. Focus should be directed towards specific items/elements, where satisfaction % is found to be low, for instance, ‘Employees’ sense of accomplishment from their work and clarity on how their work contributes to the company’s success needs improvement’.

In terms of predictive modeling, regression analysis has been carried out to ascertain the causal relationship among independent variables i.e. dimensions/key engagement drivers and dependent (outcome) variable: employee engagement. Multiple regression helped determine dimensions that are strong predictors of employee engagement, commitment & involvement.

Based on the Regression Equation* below, the effect of work design (b=.390, p=.01) is significant (significance level at 0.01) and its positive coefficient (.390) indicates that it’s a strong predictor for employee engagement. Greater scores on work design will lead to higher scores on employee engagement.

*Employee Engagement = 0.890 + 0.105 (CGD) + 0.0149 (ICP) -0.0111 (SM) + 0.0139 (ME) + .443 (OP) + 0.0155 (R&R) -0.0567 (WC) + .390 (WD)
Where CGD= career growth & development, ICP=internal communication process, SM= senior management, ME=managerial effectiveness, OP=organisational pride, R&R= reward and recognition, WC= work culture, and WD= work design.
After the determination of ‘work design’ as one of the most significant predictive factors for ‘employee engagement’, this company X (an Information Technology Company) used ‘design thinking’ efforts in terms of ‘work re-design’ and based on further comparative analysis of one-half years of gap, the ‘work-redesign’ lead to 12 per cent increase in ‘employment engagement’ level.

Thus, in order to enhance ‘employee engagement’, it is critical for the organisations to provide greater impetus to the ‘work design’ and the ‘design thinking’ can play significant role in terms of ‘work re-design’. Depending upon organisational needs in terms of nature of jobs and levels, the design thinking can help determine the appropriate approach for work design and this will lead to greater employee engagement, which is critical for employee performance and productivity and eventually, organisational effectiveness & competitive advantage for the organisation.

The post Design-based analytics: Model for organisational effectiveness appeared first on HR Katha.

What has not been so bright has been the participation of women in the new boom. Today, in a sector that employs well over 450,000 people, the most obvious miss is the inadequate representation of women. This is particularly disappointing because when it comes to the broader sustainability sector—dominated by non-profits and other firms— women have usually had a decent representation, though exact numbers are hard to come by. Why they missed the renewable-power boom is a point to ponder.

Not just because of the most obvious reasons, but also because if the industry makes the effort, they will realise that a higher proportion of women in the sector is means for the sector to raise itself from commodity status. And make no mistake, the whole renewables sector is as commodified as it can be. Thanks to a heavy policy overhang, prices are controlled most of the time. The biggest customer is the government, through state power-distribution firms, and almost all projects start with the lowest bid in a tender. These have typically been classic pre-conditions for male-dominated sectors, such as metals, minerals, fertilisers and the lot. This has condemned these sectors to being treated as such, missing out on the massive positive sheen of a green sector, that is making a huge impact on India’s sustainability targets, and helping preserve the fast vanishing greens around the country. I am quite sure that a more diverse workforce would have helped achieve more effectiveness.

Thankfully, there are new opportunities coming up for renewable power. Rooftop solar installations, corporate buying of power, and distributed solar products, such as lanterns, cooking systems, lighting systems, and so on are set to come out as large categories in their own right. Each of these opportunities will benefit from a more diverse workforce, with more women. Why? Because if nothing else, women have demonstrated capability, exposure and experience in terms of understanding customers. Thus far, the customer has just been a ‘beneficiary’, thanks to subsidies, or a statistic, as the Government has raced to push initiatives, such as power for all. Therefore, new challenges, such as branding, a more customer-led approach, and even better negotiating skills when it comes to convincing the Government to back distributed solar initiatives, is vital. Not only will it raise the profile of the sector, it will also lead to faster behaviour change at the customer level, as they believe they are treated as one.
After all, the biggest beneficiaries of schemes, such as UJALA (lighting for all), UJJWALA (cooking gas for all), or Saubhagya (electricity for 100% households) are women, who were bearing the brunt of poor access to power and cooking gas all this while. It will take a lot more women in the renewable sector to help the industry make this happen, and plan its outreach accordingly.

The post Women under-represented in the renewable power sector appeared first on HR Katha.

Changing demography drives an inevitable change in workplace dynamics. At Sunlife Financial, where I oversee the human resource policy, as many as 90 per cent of the employees are millenials; a majority of the workforce is below 40 years of age. This implies that our organisation is practically run by people who grew up in the 1990s and 2000s, who witnessed the Internet revolution while growing up, and are completely at home in a world where distances have shrunk and communication technology is all pervasive. They are a generation who have wide exposure to the happenings around the world, including the way leading international corporations work and treat their employees. Understandably, their demands and expectations from their workplace are much different from that of the previous generation. It is, therefore, incumbent on managers to ensure their organisations change to meet the requirements of a changing workforce. Organisational culture is a critical factor that attracts and binds employees to their company. The more amenable the work culture, the longer an employee is likely to stay put. Unless and until the top management reinvents itself with the changing times, it will not be able to provide the right leadership.

The millennial surge
India is expected to become the youngest country by 2022, with an average age of 29 and a millennial population of 400 million. In fact, India’s millennial generation is bigger than that of China or the US, and it will boost the nation’s labour force to the world’s largest by 2027.

With the Generation X closing towards retirement, the world’s corporate workforce is largely turning into a millennial juggernaut. Easily the largest generation in history and an influential force today, millenials, however, are not a uniform block. There are multiple generations within this category — a new employee who has joined an organisation at 21 is a millennial, so is a senior manager who has 10 years of work experience. It is extremely important for human resource managers to take into account this reality and work towards re-scripting organisational policies.

This younger generation not only has a different understanding of the workplace as well as expectations from it, but they are also more likely to voice their opinions strongly and change jobs if not happy. They value not just monetary compensation, but also job satisfaction, a large part of which flows from the workplace culture. Elements such as workplace flexibility, greater autonomy and being able to do things differently play an important role in determining workplace culture.

Spontaneity and flexibility over protocol
Twenty years back it was difficult to visualise an important corporate meeting taking place over pizza and breadsticks at a casual food joint. However, today this is a norm rather than an exception. While the classical concept of work dictated a serious and highly formal approach when it came to clothes, addressing people and adhering to protocols, a lot of these things are considered redundant today. This is a generation that may perform some serious work while simultaneously being plugged into their MP3 and sipping coffee at the cafeteria; they may discuss a crucial campaign idea while also running over a treadmill. More organisations today are adopting the idea of open offices that are characterised by minimal cabin spaces and dividing walls. This more democratic and less hierarchal approach gives way to a free interplay of ideas and greater intermingling of creative juices — just the kind of environment the young generation finds ideal for work. Offices today are brighter, colourful and visually happy places rather than the black and white monochrome settings that defined the formal office look earlier.

The formal settings of the conference rooms have in many places made way for more informal and practical collaboration spaces, where a group of people from different teams can deliberate together while working on a common project. Easy accessibility of laptops and round- the-clock connectivity have ensured that even employees working remotely or in different offices can conveniently join important meetings through video calls, without having to be physically present all the time. Flexible work timings and work-from-home settings allow employees greater space and room to balance work and personal lives, and organisations are increasingly adopting these approaches to give precedence to employee convenience.

A lot of formal approaches to work have also become redundant in a workplace driven by spontaneity and convenience. Skipping formal communication through mails in favour of on-the-go updates on WhatsApp groups and one-on-one communication has become a norm. In a nutshell, the focus today has turned more on a result-oriented approach to work rather than a process-oriented one. Organisations must understand that the working generation of the day wants greater freedom and autonomy to finish projects in their own unique ways.

Focus on health and wellness
A key area organisations today must give priority to is focus on the overall health and wellness of employees by ushering in a culture of care and comfort. The health and wellness policy must not just stop at sick leave, health insurance and the customary annual health check-up. It must go much beyond to ensure the physical, mental and psychological well-being of employees.

In a rapidly changing world where social and family support is shrinking, it becomes a responsibility of the organisation to keep a check on your employees’ mental well-being as well. Has the performance of one of your bright and productive employees suddenly taken an unexplained beating? There might be some nagging mental health issues behind it.

Thankfully, a number of organisations today are paying attention to this critical aspect that still remains largely a taboo in India. A number of organisations today have tied up with counselling services. Several companies provide the help of psychologists to their employees, while others provide remote call services.

The post Ushering a cultural shift: Why workplaces are changing for good! appeared first on HR Katha.

Design thinking is powered by a thorough understanding, through direct observation, of what people want and need in their lives. Nike CLO, Andre Martin and his colleagues decided to use this approach to overhaul talent development in the company. Two reasons led to this decision.

The first was a belief that Nike’s HR operation should model how the actual business works. Therefore, Martin’s team borrowed the design thinking principles from merchandising and product design.

Second, Nike is in a competitive market for talent. Martin believed that its differentiation should come from his team being closer to its key consumers – Nike’s managers and leaders.

The HR team wanted to focus on the employees while developing design-talent solutions, to unleash their full potential. While approaching this challenge, the team considered the shifts in traditional learning and development thinking that are critical to developing leaders of growth.

According to Martin, “The ability to see ourselves as product designers, rather than HR leaders, has changed the conversation.” The team now thinks smarter about how it moves from insight to innovation.

Design Thinking Guru Justin Ferrell will be leading a series of open enrollment workshops on 10-11 December in Mumbai, 13-14 December in New Delhi and 16-17 December in Bengaluru. Click here to know more.

“We create more credibility for the function as we speak the language of our leaders,” he added. “We now spend less time selling because we are serving clear and pressing needs. Uptake is almost automatic.”

Nike and a handful of other forward-thinking organisations have begun to see the advantages of viewing their employees as customers. They are applying design-thinking principles to internal processes so that their organisations are re-calibrated for a fast-changing world.

These efforts require leaders throughout the business who can think and act more like designers. Martin has collaborated with design-thinking faculty, Justin Ferrell, to roll out design-thinking workshops in various formats at Duke Corporate Education, where they work with Global 1000 firms to build the abilities good designers must possess. Three of them are as follows:

Design Ability #1: Act with Empathy
We are born egocentric. This was a finding identified by neuroscientists from the Max Planck Institute. We use ourselves as a yardstick to formulate opinions and project our emotional state on to others. As leaders, experience often creates comfort in applying our yardsticks, which is problematic in a fast-changing world. We need to test our assumptions and be curious about the experience of customers and employees. Empathy has to be practised and relearned.

Design Ability #2: Successive Approximation
It is tempting to elongate analysis and prepare to make ‘one big final decision’. Many were trained to operate in such a way. This is another learned skill that needs an overhaul. Leave this approach outside your organisation. Instead, consider iterating and co-creating with others in real time. This requires us to study, frame, act and adapt our solutions in shorter intervals.

Design Ability #3: Integrative Thinking
Author and consultant Graham Douglas introduced this concept in 1986 as the ‘process of integrating intuition, reason and imagination to address a problem’. The data we get from direct experience and closeness with users, coupled with more imagination, is what is needed to generate a unique insight into today’s challenges.

Most of our clients are reshaping their organisations to be more adaptive – faster with better engagement. Having more leaders who ‘think and act like designers’ can accelerate these efforts to turn problems into possibilities for all our stakeholders.

The post How ‘design thinking’ can transform your talent development strategies appeared first on HR Katha.

The prospective candidates that are lateral hires possess interpersonal and additional skills that will prove to be an asset for your company. Lateral hiring is a perceptive hiring process which brings in experienced and skilled talent that will profit the company in the long run. It is a challenging process for the recruiter as candidates consider the employee benefits and pay scale with future pay prospects in mind when they join a new company.

Lateral hiring increases the efficacy of the company

As per a survey, the most effective proposition to retain or hire a top talent is a performance bonus! A strong and convincing proposal to counter competitive offers is advisable in a successful lateral hiring proposition. Hiring top talent that is coveted by your competitors requires a proposition that highlights the branding of your company, and a strong offer that benefits the recruit for the next three years in terms of appraisals, roles and recognition.

Challenges in lateral hiring

Lateral hiring adds to the skillset and the level of expertise in a field that will prove more valuable for your company in a positive way. There are several challenges in lateral hiring as the candidates are familiar with work environments, appraisal scale, adaptability, attrition and vitality in value addition. Hence, they will always expect more from a forthcoming offer. Some of the common challenges that will prove to be a deal-breaker for the employee to accept your company’s offer are:

• An unclear job description that doesn’t specify employee benefits in your company; or a job role similar to their current employment, and doesn’t seem to add any value to their existing profile.

• An aggressive approach about your benefits, proposal and post-joining support will put off the candidate.

• Getting to work in the same role as the current organisation can be a disappointment for the seasoned and well-experienced candidate. So, if you are looking to hire an experienced professional, create a role that emphasises their experience and skill set, so that it creates that value for them to consider.

• Improper communication on the roles and responsibilities during the interview process are a major put off. Also, if the employee senses respect lesser than the level expected for his kind of experience, he will have double thoughts.

• Availability of your job postings! Since new job requirements are posted 24 hours a day, the employee should find your offerings tempting enough to give it a shot! As industrial experts are higher in demand, a qualified top talent must be approached with respect and with clear demands.

• An incomplete hiring process, where an experienced professional isn’t offered the expected hike! Costs and benefits speak volumes! If the cost of hiring is expected to be at a minimum when hiring a qualified candidate, the negotiation must be handled with care. When the talent is likely to positively affect the quality of your organisation, there should be no hesitation in meeting their reasonable demands.

Handling lateral hiring challenges

Lateral hires often have shortcomings, but then the industry is full of opportunities for them to evolve as the most coveted- talent. They lay the offers on the table and finalise their decisions based on how they are valued and vouched upon in the places they are offered. Also, the character and work history matters when they are being offered a good elevation from their current position! If they are truly talented and capable, they are probably missing the opportunity for internal growth in their present organisation. Hence, your offer should be reasonable and based on your research on the candidate. Always analyse the characterisation from internal and external resources from their current companies. At least a little homework about the candidate is necessary, as this character analysis will enable a fruitful onboarding for your company!

These are some of the ways to handle bottlenecks in hiring lateral talent:

• Connect the prospective candidates to their expectations in terms of roles and requirements. Give them challenging roles or create some to convince them that they are going to get a lot more than just benefits of joining your company.

• Provide them an irresistible deal that offers an edge over your competitors. Money is not a main motivator for experienced people with special and additional skillsets, but it should not be a de-motivator either.

• Highlight the culture, work environment and perks to make them more familiar and comfortable with your company. Make them feel good about the prospect of becoming a valued employee in such a workspace and to tone their future career in your company.

• Accentuate the employee attributes in your company. Let them understand how much creativeness is encouraged.

Despite shortcomings, such as higher attrition rates, work environment changeability and continued industrial demand, lateral hires should be motivated with the right compensation and benefits. It is recommended to help them adapt to the new change in work culture and the environment with an appointed HR partner. Being a pillar of support is mandatory to retain such talent and grow your company’s skilled workforce.

The post Why is lateral hiring essential to manage the skill gap today? appeared first on HR Katha.

Learning 1: Customise
In a consulting company, you are running a business. Business development in consulting entails solution sales. You need to have the depth of knowledge coupled with the skills to provide a solution to the clients’ problems, for which they are willing to pay you. Do not just try to force-fit your product or standard solutions to your clients’ issues. Instead, co-create and customise the solution that will serve the client best.

Learning 2: Impact
The most critical element for success in consulting is the impact you make on your clients. They should see you actually bringing in value and new insights. There should be visible change for them to witness and believe that change is taking place. Consultants have to empathise with the clients and understand their business and business drivers. The more you are able to establish that partner relationship, the closer you will be to achieving successful client engagement. Always appreciate the knowledge of the clients or their ability to provide you insights into the problem at hand.

Learning 3: Learning agility
You need to be not just research oriented, but also learn constantly about different industries, businesses, organisational contexts and new solutions. There are no readymade solutions in many cases.

Learning 4: Networking and influencing
Consultancy gives you the opportunity to work with a variety of professionals. You also get a chance to constantly influence your clients and other stakeholders. A strong ability to network and influence is critical to ensuring consulting success.

Learning 5: Leadership
Consulting is hectic and your team is your biggest support. As their coach and competent leader, you have to engage them and keep them on a path of excellence and learning. It is important to understand the strength(s) of each of the team members and leverage it. While one team member may be an excellent conceptualiser, another may be good at delivery, and yet another may possess good facilitation skills. Some members may have commendable project-management skills, while some may excel at solution sales. You will see that most often, not more than two to three skills are found in any consultant.

Learning 6: Executive presence and facilitation
At the end of the day, a consultant carries a certain image and presence. As a consultant your actions are carefully watched by clients. So, remember to always stick to your commitment. Say ‘No’ to what you cannot do. Use your words wisely, and be impeccable in your actions.

Learning 7: Relationship with your clients
Your relationships with your current, past, and prospective clients are critical. Never have a short-term orientation in building these relationships. Remember that they are your professional friends and will often be of the greatest help. Business is always incidental in building these relationships.

Learning 8: Pragmatic solutions
Irrespective of the many concepts and tools that are trending, a good consultant should provide a solution that actually meets the client’s needs. It is always better to underpromise and overdeliver. Create solutions that will solve the customer’s issues, and show business results. Simply put, a well-implemented pragmatic solution is far better than an ideal solution on the shelf.

Learning 9: Sales skills
All said and done, you are selling your ideas, knowledge and solutions. Therefore, it is important that you establish your credibility as somebody who can add value. Ability to strike a conversation with the client, as an equal, is critical in solution selling. In my experience, consulting sales is about knowledge sharing and a lot of patience.

Learning 10: Managing tasks and optimism
At any point of time, you will be juggling with more than six to eight assignments. It is important to manage time judiciously to ensure that all projects are in control. A good consultant should be able to visualise the best scenario and work towards making it happen.

You may be working on a dozen projects at the same time, prospecting with another dozen, doing research and thought leadership, and also developing your team. Anybody who chooses this profession should be willing to work hard, learn constantly, develop the skill to influence and sell, and be comfortable overall in dealing with ambiguity and change. I believe the biggest reward in this profession is when the client says – “We have made a difference. Glad to have chosen you as the partner!”

(The author has penned the book Making of a CEO)

The post Top 10 learning experiences from an HR Consultant appeared first on HR Katha.

Artificial Intelligence, popularly known as AI, is also referred to as machine intelligence.

So, is it going to be humans versus machines now? No…

“It is all about the possibilities of increasing machine efficiency and reducing human efforts.”

AI is not a new concept. It was conceptualised somewhere around 1956 as an academic discipline. Since then, AI has evolved and is in the growth stage now. Some of the capabilities of AI, which we have all seen in our regular devices, such as the mobile, include understanding of human speech, competing at the highest level in strategic games, such as chess to autonomous cars and simulations. AI mostly revolves around algorithms, and with machine learning now, the algorithms are getting so much more complex that they are capable of learning from data. These algorithms / programmes have the ability to enhance themselves. In some programmes, they can write a few algorithms on their own to improve user experience for the next time. Artificial neural networks, natural language programing and BOTs all use AI.

Let us look at how BOTs make use of AI to deliver an enhanced employee experience. HR personnel are all gearing up towards being Digital HR to be able to deal with the digital workforce of today. A BOT can be your first digital HR tool, which will reduce your transaction effort and make your life simpler. Chatbots are popular these days as they play a major role in almost every industry. A chatbot is a computer programme or an AI which conducts a conversation via auditory or textual methods.

HR bots can resolve many issues and help us in the following areas –

1. FAQs on company policies and common issues
We spend a lot of time responding to some common policy/process-related questions on a daily basis. It’s very easy to create a BOT, which will be able to answer all FAQs on your behalf and also redirect them to you if it does not have the answers.
While you will actually experience a five-time reduction in your query time, users will get responses without delay.

2. Recruitment
Smart bots can not only answer your queries but can even perform certain actions on your behalf. For example, a smart bot will help you with the first level of screening of résumés or search for relevant profiles from Naukri. There are many recruitment startups that have actually implemented this and made the hiring process very simple.

3. On-boarding and benefits enrolment
This is the most confusing and tedious process for HR, as it takes a lot of time for employees to understand the benefits once they join the company. A BOT will help your employees know the benefits they are entitled to. For example, corporate tie-ups as a benefit is very commonly offered by most companies, and employees generally have a lot of queries regarding the same. When there are modifications, additions or deletions in the list, it becomes a rather time-consuming activity to update the employees about the change. A BOT can make this task easy and more efficient.

4. Annual Self-Assessment/Reviews
Appraisal time is when you get maximum queries from your employees. It is best to have a BOT built into your performance management system (PMS) to help your employees with any kind of query, when they are logged in. This will improve the overall compliance and timely closure of your reviews.

5. Buddy @ workplace
A central BOT can also be created to interact with all other BOTs and work as a virtual assistant for your employees. It will fetch more details from the HRIS systems based on the user access and will be able to allow users to contact the department / functional owners directly for any kind of help.

Clearly BOTs need to be understood and not feared. AI and BOTs are meant to ease our work and enhance our efficiency and not steal our jobs. It is up to us how we leverage technology. Digital HR should focus on improving the employee experience using the available technologies. It is time for HR to move from transactional activities to strategy interventions, to help grow the business.

If planned properly, an HR chatbot will help your organisation step into the magnificent world of AI and automation, and help the business grow in leaps and bounds by enjoying its benefits.

(The author is associate manager HR – Talent Management, GS Lab.)

The post AI helps HR to be more human, not less appeared first on HR Katha.

Today workplaces have evolved to become extremely demanding, quite similar to the manner in which cricket has transformed from the leisurely test match to the new T20. In the T20 workplace, employees are expected to put in long hours, go the extra mile, learn new skills, be agile, deal with uncertainty and be faster and better.

To successfully navigate a T20 workplace, one needs very high energy and agility. When the demand on us is higher than our energy, there is stress and low performance.

A little stress can help get people out of lethargy and improve performance, but when stress levels cross a threshold, it can dramatically reduce performance and can damage the health of the individual. Stress can have a long-term negative impact on the health and wellness of individuals, which will affect performance. Stress should be taken very seriously.

The pressure on us comes from multiple domains—work, family, relationships, and so on. Significant events and changes, such as getting married, having a child, getting into a new relationship, joining a new company, moving into a new role, moving to a new city, sickness of a family member, death of a near one, and so on could also create pressure.

Here are a few suggestions on how to thrive in a high-pressure T20 workplace:

1) Managing demand
Proper planning and time management can help us time and spread out the demand. At the simplest level, planning the day can help us ensure that there are no unreasonable demand peaks during the day.

Planning when to get married, when to have a child, when to enroll into an intensive training programme, when to move roles or change jobs, and so on can also help us manage demand. So, if we plan too many changes at once, we need to first reflect if we have the energy and capability to deal with the high demand.

2) Managing energy
By increasing our energy levels, we can ensure that we are able to cope with the demand. Food and breath are two very important sources of energy.

Food can be classified into three categories: (i)energy increasing (ii)energy neutral and (iii)energy decreasing. Fresh fruits, green salads, nuts and so on are energy-increasing foods. White pumpkin is known to be a storehouse of energy. Tomatoes and potatoes are energy- neutral foods. Heavy foods that take a lot of time to digest are energy-decreasing foods. By managing our diet, we can manage our energy. In addition to the quality of food, we also need to manage the quantity of food.

Our breath is a very valuable tool to increase energy. Sudarshan Kriya, is a short and simple breathing technique taught by the Art of Living, to increase energy and release stored stress. Thirty minutes of daily practice leaves one charged for the whole day.

3) Mastering communication
Words once spoken cannot be taken back. The root cause of many problems is improper communication, which can lead to misunderstandings and poor relationships. These, in turn, lead to a decrease in energy levels.

The practice of silence is a very effective technique to improve communication skill. We become more aware of our own thoughts. As we become more aware of our thoughts, we gain more control on our speech. Mahatma Gandhi used to observe silence on Mondays. While practice of daily or weekly silence may be difficult, a yearly silence retreat is extremely beneficial.

4) Observing discipline
The more discipline there is in life, the more effortless life becomes. Good practices, when performed regularly, turn into good habits, which become part of us. A significant part of our lives needs to be on autopilot, so that we can attend to other more demanding portions of our lives. More discipline leads to more auto pilot, freeing up valuable mental energy for other important priorities.

5) Keeping good and true company
Company where our problems feel lighter and where good habits are encouraged is defined as good company. Bad company is one wherein problems feel heavier, where good habits are discouraged and bad habits encouraged. By being conscious of the company we keep, we can preserve and increase our energy and adopt decent habits, leading to an increase in our energy.

When the T20 format was initially launched, many cricketers found it hard to adjust to the pressures of the new model. Only the high-energy players survived. Similarly, in the new T20 workplace, only the high-energy employees will perform and thrive. Managing our energy is no more an option, but an absolute necessity.

(The author is faculty at the Art of Living Corporate Programme.)

The post Thriving in the new T20 workplace appeared first on HR Katha.