Let us take the case of Aparna, who works for a popular bakery. Known for her insatiable curiosity and boundless enthusiasm for learning new recipes, techniques and ingredients, she thrives on attending workshops, experimenting with flavour combinations and delving into the nuances of pastry making. Despite her relentless pursuit of knowledge, Aparna’s output may not always match that of her colleague, Mark, who consistently churns out flawless pastries with precision and speed. Should the bakery reward Aparna, the perpetual learner, as generously as Mark, the top performer?

“While it may seem straightforward to reward top performers, a nuanced approach is required to ensure that the organisation thrives both in the present and in the long term,” points out Pankaj Lochan, CHRO, Navin Fluorine. It is crucial to assess the value employees generate for the organisation through their learning outcomes. For instance, if an individual is adept at acquiring knowledge but fails to apply it effectively in their work, resulting in stagnant output and negligible value addition, then their learning efforts may be futile.

“While it may seem straightforward to reward top performers, a nuanced approach is required to ensure that the organisation thrives both in the present and in the long term.”

Pankaj Lochan, CHRO, Navin Fluorine

“While both aspects hold significant value, finding the right balance between the two is crucial for fostering a motivated and innovative workforce,” emphasises Manish Majumdar, head-HR, Centum Electronics. While rewarding performance serves as a clear indication of an individual’s contribution to the organisation’s objectives, learning-based rewards, on the other hand, promote a culture of continuous improvement and personal development, fostering creativity and resilience within the workforce.

While performance-based rewards motivate employees to excel in their roles, driving productivity and efficiency, encouraging employees to acquire new skills, explore innovative ideas and adapt to changing industry trends is essential to stay competitive.

“Rather than viewing it as an either-or scenario, organisations can consider adopting a more holistic approach that recognises and rewards the symbiotic relationship between learning and performance.”

Sharad Verma, VP & CHRO, Iris Software

“Rather than viewing it as an either-or scenario, organisations can consider adopting a more holistic approach that recognises and rewards the symbiotic relationship between learning and performance,” suggests Sharad Verma, VP & CHRO, Iris Software. High performers who are also avid learners essentially future-proof themselves and the organisation. By continuously expanding their knowledge and skills, they not only maintain their current high levels of performance but also equip themselves to adapt and excel as business needs evolve.

Conversely, those who are great learners but struggle with performance may simply need more targeted coaching and development opportunities to translate their newfound knowledge into tangible results.

“While both aspects hold significant value, finding the right balance between the two is crucial for fostering a motivated and innovative workforce.”

Manish Majumdar, head-HR, Centum Electronics

However, solely focusing on one metrics can have its drawbacks. For instance, employees who actively seek knowledge and acquire new skills contribute to the organisation’s long-term success. Ignoring learning efforts may lead to stagnation and hinder innovation.

Similarly, while ensuring performance is relatively straightforward, with tangible outcomes such as sales targets achieved or projects completed on time, assessing learning is more challenging. “Unlike performance, which can often be quantified through metrics and KPIs, assessing learning outcomes can be more subjective and nuanced.  Determining the extent of learning and its direct impact on organisational success requires a structured framework and objective evaluation criteria,” asserts Majumdar. Objectivity is crucial in this process, as learning experiences can be subjective and difficult to evaluate uniformly.

Furthermore, the relevance of learning to one’s job role must be considered. While some learning directly enhances job performance, individuals may also seek knowledge outside their immediate responsibilities. Balancing these divergent learning paths is essential to ensure that learning efforts contribute meaningfully to organisational objectives.

To reward employees based on their learning capabilities, Lochan suggests three key criteria. First and foremost, it is crucial to assess the extent to which employees apply their learning to enhance their work and contribute positively to the organisation; mere acquisition of knowledge without value creation diminishes the significance of learning achievements. Secondly, it is essential to examine employees’ potential for growth beyond their current roles for succession planning and talent development. Lastly, emphasis should be placed on employees’ innovative capacity, as those who leverage continuous learning to drive innovation and spearhead breakthrough practices contribute significantly to the organisation’s long-term success.

Both aspects of employee development warrant appreciation, albeit within the context of their respective contributions to the organisation. Therefore, another approach to rewarding learning is to tie it directly to job-related activities and responsibilities. For instance, employees who acquire new skills or knowledge relevant to their roles can be given opportunities to apply and share their learning within the organisation. This may involve mentoring colleagues, leading training sessions, or participating in knowledge-sharing initiatives.

Another approach, as Lochan suggests, is “to categorise employees into quadrants based on their learning orientation and execution excellence.” In this framework, Quadrant C represents individuals who excel in both learning and performance, making them prime candidates for recognition and reward. However, the focus should not solely rest on this quadrant; rather, attention should be directed towards Quadrant D, where employees demonstrate a strong inclination towards learning but struggle to translate it into tangible results.

Instead of pitting learning against performance, organisations can implement a reward system that celebrates the virtuous cycle of learning enabling better performance, which, in turn, creates new learning opportunities. “This can involve offering personalised development plans, stretch assignments, or even job rotations to high-potential employees who demonstrate both a hunger for knowledge and the ability to apply it effectively,” asserts Verma.

Furthermore, a comprehensive approach to rewarding employees involves aligning incentives with both short-term achievements and long-term strategic objectives. Organisations can overcome the challenge of measuring learning and execution performance by adopting meaningful metrics such as learning agility, knowledge transfer, impact assessment, and 360-degree feedback. These metrics allow for effective assessment of employee development and ensure that rewards are distributed equitably based on both immediate contributions and long-term potential.

Whether to reward employees based on learning or performance is a question that necessitates a nuanced approach taking into consideration the value they bring to the organisation, their potential for growth, as well as their capacity for innovation. By striking a balance between recognising learning achievements and rewarding tangible results, organisations can foster a culture of continuous improvement and drive sustainable growth in the ever-evolving business landscape.

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The answer lies in achieving a delicate balance.  While humility fosters respect, an excess can lead to underestimation and missed opportunities.  Rajeev Singh, a senior HR professional, cautions that overly humble individuals “risk being overlooked or undervalued at the workplace, as their contributions may go unnoticed.”

“Overly humble individuals risk being overlooked or undervalued at the workplace, as their contributions may go unnoticed.”

Rajeev Singh, a senior HR professional

Consider a talented employee who consistently downplays achievements during performance reviews or shies away from taking on high-profile projects.  Their colleagues may assume a lack of accomplishment, hindering recognition and potential promotion.

Furthermore, excessive humility can stifle valuable contributions.  In collaborative environments that encourage idea sharing,  Kamlesh Dangi, group head-HR, InCred, emphasises that overly humble individuals “may hesitate to voice their opinions or suggestions.” This reluctance can stem from a fear of appearing boastful or outstepping their bounds, leading to a loss of valuable insights for the team. For instance, an employee with a brilliant solution to a complex problem might hold back from sharing it for fear of appearing arrogant.

This lack of assertiveness can be particularly detrimental in leadership roles.  While humility fosters approachability,  Sharad Verma, VP & CHRO, Iris Software, explains that “being too humble may lead to indecisiveness or an inability to assert authority when necessary.”  Leaders who struggle to make tough decisions or inspire confidence can struggle to navigate challenging situations, such as crisis management. Imagine a leader who hesitates to take charge during a critical moment due to an excessive sense of humility. The team might lose direction and flounder in the face of adversity.

“Overly humble individuals may hesitate to voice their opinions or suggestions. This reluctance can stem from a fear of appearing boastful or outstepping their bounds, leading to a loss of valuable insights for the team.”

Kamlesh Dangi, group head-HR, InCred

The impact on self-perception can be equally damaging.  Undervaluing one’s abilities can erode confidence, making it difficult to advocate for oneself or negotiate effectively.  Singh highlights that “humility, when overly expressed, may be misinterpreted as a lack of confidence or decisiveness, hindering career advancement.”

“Overly humble individuals may defer to others too readily, even when their expertise would be invaluable.”

Sharad Verma, VP & CHRO, Iris Software

Imagine a highly skilled employee who consistently declines leadership opportunities or avoids speaking up in team meetings due to an excessive sense of humility.  While their humility may initially be perceived as modesty, over time, it may lead to missed opportunities to showcase their abilities and limit their impact within the organisation.

Within teams, excessive humility can hinder collaboration if one fails to confidently share insights or push back constructively on flawed strategies.  Verma emphasises that overly humble individuals “may defer to others too readily, even when their expertise would be invaluable.”  This reluctance to challenge the status quo or share dissenting viewpoints can impede progress. For instance, a team member with a critical observation about a proposed strategy might hold back for fear of being seen as argumentative.

So, how can we achieve this balance?

The key lies in cultivating a workplace culture that values both humility and assertiveness.  Leadership training programmes can equip employees with assertive communication and decision-making skills. For instance, role-playing exercises can help employees practice effectively advocating for their ideas and providing constructive criticism. Leaders should also model how to gracefully accept praise while remaining grounded, creating a space where healthy self-assurance is encouraged.

Authenticity is paramount. Feigned humility breeds distrust. Leaders should encourage genuine humility and create an environment where employees feel comfortable expressing their ideas and concerns. Openly celebrating individual and team achievements can further reinforce this message.

Mentorship programmes can also be invaluable, pairing employees with experienced professionals who can guide them in navigating this balance.  These mentors can provide guidance on how to effectively communicate strengths and accomplishments while remaining humble and approachable.

Ultimately, the goal is to strike a balance between humility and self-assurance.  An accurate self-assessment of strengths allows individuals to showcase their capabilities and contribute effectively. As Verma concludes, “Striking this balance is key to establishing credibility and growing one’s impact.” There’s no shame in acknowledging one’s strengths; it’s what sets high performers apart.  By embracing both humility and assertiveness, individuals can navigate the workplace with confidence and achieve their full potential.

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From ally to adversary: The pitfalls of overextending resilience

The pursuit of unattainable goals, coupled with a refusal to adapt, can transform resilience from an asset into a hindrance.

Sriharsha Achar, CHRO, Star Health Insurance, warns against the dangers of extreme resilience, where individuals chase unrealistic ambitions without acknowledging the necessary steps. This relentless pursuit, while seemingly admirable, can lead to wasted energy and ultimately hinder progress.

“The relentless pursuit of unrealistic ambitions, while seemingly admirable, can lead to wasted energy and ultimately hinder progress.”

Sriharsha Achar, CHRO, Star Health Insurance

Similarly, the tendency to overwork under the guise of resilience can be equally detrimental. Samir Bhiwarpurkar, head-HR, Japfa Comfeed, highlights the misconception that resilience equates to an ability to shoulder limitless burdens. This relentless drive to prove oneself can lead to burnout and mental health issues.

Furthermore, excessive resilience can morph into toxic positivity, a refusal to acknowledge failure or the need for adjustment.

Sharad Verma, CHRO, Iris Software, emphasises the dangers of this approach, which can foster an unhealthy work environment and hinder self-awareness.

Beyond personal well-being, the consequences of an overly resilient mindset extend to team dynamics. Employees who struggle with boundaries, even those driven by a desire to help others, can find themselves constantly overworked and isolated. This can lead to resentment and hinder collaboration.

Leadership under the microscope: Recognising the ripple effect

The impact of excessive resilience isn’t limited to individual employees. Leaders who overestimate their resilience may resist necessary changes, perpetuating outdated practices and hindering organisational growth, as Achar points out. This lack of self-awareness creates a ripple effect, impacting both teams and the overall culture.

“Beyond personal well-being, the consequences of an overly resilient mindset extend to team dynamics. Employees who struggle with boundaries, even those driven by a desire to help others, can find themselves constantly overworked and isolated.”

Sharad Verma, CHRO, Iris Software

Building a culture of balanced resilience: Strategies for success

So, how do we navigate this delicate balance? Achar advocates for a ‘balanced approach’ to resilience, where both individuals and organisations play a proactive role. Employees and leaders alike need to recognise their limits and cultivate self-awareness. Organisations can provide training to leaders on setting realistic expectations and understanding the limitations of high performers.

From a managerial standpoint, Bhiwarpurkar emphasises understanding individual strengths and weaknesses. By distributing workloads equitably and fostering a culture of open communication, managers can contribute to a healthier work environment. Establishing clear expectations, recognising burnout signs, and providing professional development resources are crucial steps.

On an individual level, Bhiwarpurkar advises employees to recognise their limits and seek help when needed.

 

“The tendency to overwork under the guise of resilience can be equally detrimental. This relentless drive to prove oneself can lead to burnout and mental health issues.”

Samir Bhiwarpurkar, head-HR, Japfa Comfeed

Verma emphasises setting boundaries, advocating for positive change, and taking charge of well-being. Regular check-ins, proactive support, and objective task distribution can further enhance the work culture.

The bottom line: A collaborative approach to a shared challenge

Resilience remains a valuable asset, but recognising its potential pitfalls is crucial. A collaborative effort between management and employees is essential to create a workplace where resilience empowers individuals, fosters innovation, and drives positive change. By fostering self-awareness, open communication, and a culture of support, we can ensure that resilience remains an ally, not an adversary, in the pursuit of success.

The post The double-edged sword: Exploring the risks of excessive workplace resilience appeared first on HR Katha.

The Internet is full of news stories about a high-attrition environment in the IT services sector. Amongst the IT giants in India, Cognizant tops with almost 33 per cent attrition, followed by Wipro with 20.5 per cent and Infosys with 20.1 per cent. The lowest attrition, of 11.7 per cent, is posted by TCS.

In India’s IT services sector, the average attrition would be anywhere between 15 to 18 per cent. With the pandemic almost coming to an end, this sector is witnessing increasing attrition rates. Spoilt for choice, given the multiple lucrative offers being presented to them, techies are leaving their jobs frequently.

“The sourcing and fulfilment team is under maximum pressure amongst all during high attrition”

Sriram V, CHRO, BankBazaar.com

The already tough life of a recruiter is only becoming more challenging. With the pressure of closing positions mounting with each passing day, they are certainly feeling the heat, just as sales professionals face the pressure to close deals!

As per Anish Philip, CHRO, Marlabs, talent acquisition has always been a high-pressure job in the IT services sector. However, now, attrition has gone through the roof and finding good talent has become more and more tough.

“It is so tough that it becomes a seven-day working week for a recruiter,” states Philip.

Nowadays, the talent market is totally a buyer’s market, because people have never-ending options. Since the lockdown has shown that recruiting can be done virtually as well, most of the interviews are happening on zoom calls or other virtual video-conference platforms. “Life has become an endless series of interviews for multiple positions, and that too, across multiple locations,” shares Sharad Verma, CHRO, Iris Software.

The low joining is yet another phenomenon being witnessed in companies today. This only adds to the frustration of a recruiter.

One of the CHROs HRKatha spoke to says that the pressure is so high that recruiters working in tech firms are required to close 30 to 40 positions each month.

It is not just attrition that is making things tough. The demand for good talent is also high because many companies in the IT sector are seeing growth, and are in need of quality talent. Verma shares that Iris is seeing tremendous growth this year, and has been hiring 200-300 people every month.

“It is so tough that it becomes a seven-day working week for a recruiter”

Anish Philip, CHRO, Marlabs

Who faces the maximum heat?

Big enterprises usually have a huge team of talent-acquisition (TA) professionals who are given specialised roles. There is a team that hires freshers from the campuses and a separate team that hires laterally. So which team faces the most heat? “The sourcing and fulfilment team is under maximum pressure,” says Sriram V, CHRO, BankBazaar.com, who has also worked as an HR head at HCL Technologies. “If someone refuses to accept the offer, it is the sourcing team that needs to find the right talent, once again, either working individually or with a recruitment partner. Having to go through everything again from the start can be frustrating,” adds Sriram.

What makes it difficult for recruiters?

Sriram shares that structural issues make things tough for talent-acquisition professionals in the IT services industry. The three main reasons why things become difficult are:

· Entry of startups that are constantly luring tech talent with double compensation, making it difficult for others to compete with them.

· Recruiters often fail to sell roles such as that of testing engineers, which rarely excite candidates

· Overprofiling

“There was a time when IT companies used to hire even if candidates were 50 per cent fit for a job, but now they need 100 per cent fitment,” explains Sriram.

“Life has become an endless series of interviews for multiple positions, and that too, across multiple locations”

Sharad Verma, CHRO, Iris Software

“Many IT firms lack manpower planning. We need a three-year talent strategy in place to sustain ourselves,” points out Sriram.

What is the repercussion of high pressure?

When the pressure is too high, people are bound to experience burnout. All recruiters undergo burnout at some point, and if it is never ending, they just decide to switch to a different sector. “They generally choose to move to a tech product startup, where hiring volumes are low, and where they attract people with 2x more compensation,” points out Sriram.

It is common knowledge that a recruiter’s job is a high-pressure one and comes with its unique challenges. Many recruits are passionate about the job and enjoy it because it keeps them on their toes.

Now with changes happening so fast, recruiters are required to constantly explore new ways of attracting and sourcing talent. They have to break away from tradition and adopt more unconventional ways to draw quality talent from the highly competitive market.

“Despite the challenges, recruiters have done very well,” concludes Sriram

Human resource experts believe that all TA professionals have done quite well even in these times when companies are facing the brunt of high attrition and extreme talent crunch. Even Brian Humphries, CEO, Cognizant praised the effectiveness of his TA team, that managed to hire more than 17,000 people despite such a high attrition rate in quarter three of this year.

The post Life of a recruiter in a high-attrition environment appeared first on HR Katha.

According to Verma, the Company observed that excess of remote working was leading to extended working hours for the employees, resulting in excessive work stress and mental health problems. As per Verma, the HRBPs had been on their toes for the last one and a half years, and people had been observed to be experiencing burnout. Requests had been coming in from employees who were yearning for a break to refresh themselves and then get back to work rejuvenated.

The ‘No Work Hour’ meant that employees were asked to do nothing related to their office work. In addition, the Company strictly encouraged all employees to just stay away from their screens. “We have found that increased screen time has led to increased stress levels for our employees. In fact, there are studies that suggest that too much screen time can lead to health issues and increased chances of burnout amongst employees,” shares Verma exclusively with HRKatha.

“As human beings, we often feel guilty of not working or not meeting our deadlines, but the HRBP team at IRIS conveyed a message that please ‘do not feel guilty of not working’ during this ‘No Work Hour’”

Sharad Verma, VP & CHRO, IRIS Software

As part of the ‘No Work Hour’ initiative, the employees were encouraged to not set up meetings, or take work calls or even reply to e-mails. Employees were encouraged to resist the temptation to scroll through social media content or any audio or video content on their mobiles and laptops. This meant, no WhatsApp, no Messenger, Microsoft teams or any other social-media platform. IRIS strictly wanted to ensure abstinence from all devices, including mobiles and laptops, for that one hour.

Employees are so used to talking or staring at the screens all the time that it is definitely taking a toll, and Verma says that it is not doing any good to the employees.

In fact, IRIS suggests that its employees first switch off all devices, such as mobiles and laptops, and connect with the family members. The Company encouraged staff to have more face to face interactions instead of video calls, go for nature walks, write, meditate, exercise and undertake similar activities.

Ultimately, the idea is to let employees do whatever they like apart from office work and usage of devices or internet. Whatever activity they indulge in, such as an indoor game, should be offline, without involving usage of any electronic device. The entire exercise was more about letting employees enjoy some ‘Me Time’ and focus on their health, family and whatever makes them happy.

IRIS realises that simply encouraging employees to not do certain things and engage in whatever they like is not going to suffice. The HRBP team requests all stakeholders and heads of departments to refrain from pressurising their teams to work during this one hour. Verma shares that everyone, including all the stakeholders, were really supportive of this initiative. Apart from that, employees were also sensitised by the HRBPs that they should not worry about work and enjoy some lighter moments.

“As human beings, we often feel guilty of not working or not meeting our deadlines, but the HRBP team at IRIS conveyed a message that please ‘do not feel guilty of not working’,” says Verma.

Verma also mentions that the ‘No Work Hour’ activity was intentionally scheduled during the second half of the day, when employees feel more fatigued and need a break to recharge.

A similar activity, but on a larger scale, is on the cards, as revealed by Verma, depending upon the kind of feedback they get through this activity from employees.

In the past, companies such as Godrej Housing, Goldman Sachs, HUL and Raheja QBE have also organised similar activities, where they have given a day off to all their employees so that they can break the monotony of work.

Apart from this, during the lockdown and the challenging second wave, the Company really has been cultivating a culture of empathy and care. As mental health has been a major issue this year, the Company has decided to train all its HRBPs in counselling, by engaging professional psychology practitioners to take a very intensive and advanced three-month course. “HR professional do have a basic knowledge of probing and listening skills from their MBA classes, but this is a more advanced training that equips the HRBPs with the skills to counsel employees during tough times,” reveals Verma.

The Company has been proactive in supporting employees during the second wave, providing beds and oxygen concentrators as well as a 24×7 helpline.

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