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.

The post Striking a balance: Rewarding learning vs rewarding performance in the workplace appeared first on HR Katha.

This toxic behaviour, characterised by denial of reality, subtle disapprovals and attempts to undermine confidence, can wreak havoc on both personal and professional well-being. By understanding its nuances and implementing effective coping strategies, individuals and organisations can lift this shroud and cultivate flourishing work environments.

What fuels gaslighting?

Gaslighting often stems from power imbalances or a desire for control. Pradyumna Pandey, head-HR, HeroMotocorp, sheds light on this dynamic. “Micromanagement fosters a breeding ground for gaslighting, where individuals manipulate their teams to sow doubt and insecurity.” This constant barrage of negativity can chip away at an employee’s confidence, leaving them questioning their own abilities and perceptions.

“Micromanagement fosters a breeding ground for gaslighting, where individuals manipulate their teams to sow doubt and insecurity.”

Pradyumna Pandey, head-HR, HeroMotocorp

 

Manish Majumdar, head-HR, Centum Electronics, adds another layer to the narrative. “Insecurity or a shortcut to success can fuel gaslighting.” A threatened manager may resort to subtle digs or veiled accusations to diminish a rising star, while colleagues locked in a competitive race may weaponise manipulation to sabotage each other’s progress.

The consequences of gaslighting are far-reaching, impacting both the psyche and the paycheck. “The constant erosion of confidence can lead to stress, anxiety and even depression,” warns Majumdar. The victims, trapped in a web of doubt, may struggle to navigate their professional life, hindering their growth and potential.

How to combat gaslighting  

The menace of gaslighting demands a multifaceted approach to combat its effects. Individual vigilance is key, as Pandey emphasises, “Recognising red flags such as persistent negativity, public gossip and deliberate exclusion empowers individuals to shield themselves.” By staying alert to these warning signs, employees can take proactive steps to protect their mental and emotional well-being.

“Mere pronouncements on walls are not enough; consistent communication and reinforcement are crucial to drive cultural change.”

Manish Majumdar, head-HR, Centum Electronics

Organisations, too, must play an active role in dismantling the culture of gaslighting. Majumdar highlights the importance of clearly defining acceptable behaviour and values. “Mere pronouncements on walls are not enough; consistent communication and reinforcement are crucial to drive cultural change,” he asserts. Openness and transparency become the cornerstones of a healthy work environment, fostering trust and encouraging employees to voice concerns without fear of reprisal.

How to foster resilience

Leadership training focused on empathy, active listening and humility can help create a culture where gaslighting is less likely to thrive. Establishing clear expectations and policies regarding acceptable behaviour can further set the tone for a respectful and supportive work environment.

Pandey advocates a multi-pronged approach. “Fostering open communication, transparency and support is essential.” Leadership training programmes that instil humility and challenge the traditional ‘leader knows best’ mindset can go a long way in creating a more egalitarian atmosphere.

Establishing a performance-management system based on objective metrics, rather than subjective evaluations, can further neutralise the gaslighter’s tactics. When constructive feedback is valued and performance reviews are grounded in facts, the manipulative power of gaslighting diminishes.

Empowering employees to speak up is another crucial step. Encouraging open communication, mentoring leaders to embrace active listening and addressing power dynamics head on can create a safe space where gaslighting can be identified and addressed effectively.

Unveiling a brighter future

The power of gaslighting wanes in the face of awareness and proactive measures. Therefore, by understanding its mechanisms, recognising its warning signs, and implementing effective coping strategies, both individuals and organisations can lift the toxic veil of gaslighting and cultivate workplaces where everyone can thrive.

Ultimately, addressing power dynamics is key to creating a culture where gaslighting cannot thrive. Organisations must ensure that all employees, regardless of their position, feel empowered to speak up about unhealthy behaviour. As Pandey rightly says, “a culture of openness and support, where everyone feels safe to voice their concerns, is the antidote to the toxic web of gaslighting.”

The post Lifting the veil: Workplace gaslighting and strategies for coping appeared first on HR Katha.

Both approaches have their own strengths. So then, which one is the more accurate of the two?

“AI-based tools are helpful in analysing the data to identify patterns in employee attrition,” says Manish Majumdar, head-HR, EMS, Centum Electronics. These tools use AI algorithms to determine when employees are most likely to leave, such as after a period of 24 or 36 months of employment. By identifying these patterns, organisations can focus their efforts on retaining employees who are approaching these milestones, as their likelihood of quitting or moving on may be higher. For instance, if most employees leave after 36 months, organisations can start focusing on retaining employees as they approach their 20th or 30th month of employment.

“AI facilitates the process by accessing the huge volume of data that even the companies sometimes don’t have bandwidth for,” opines Rishav Dev, CHRO, Noveltech Feeds.

“While I recognise the benefits of using AI tools to analyse data, I do have concerns about the parameters being used and the quality of data input.”

Manish Majumdar, head-HR, EMS, Centum Electronics

Additionally, “AI-based data analysis can provide a more objective and data-driven approach to identifying patterns and trends related to employee turnover,” says Mukul Harish Chopra, CHRO, ConveGenius.  By analysing large amounts of data, AI algorithms can identify factors that may be contributing to turnover, such as job satisfaction, work-life balance, or compensation.

However, can data beat the ingenious instincts of human gut feeling?

Not really, according to Chopra who explains this by citing the example of the recent programme launched by the Indian government to evacuate people in Sudan. “Under ‘Project Kaweri’, Indian pilots are evacuating people using the C-130 Hercules, which is an all-weather, all-terrain aircraft capable of landing in extreme conditions. However, the aircraft was not programmed to land on the airstrip they are using, as certain conditions needed to be fulfilled. In response, the pilots used their ingenuity and improvised. They used night-vision glasses to conduct a landing that their aircraft wasn’t even designed for. While night-vision glasses are typically used by special forces, the pilots were able to use them successfully to land the aircraft, even though it wasn’t meant for it. This situation demonstrates the importance of human ingenuity and problem-solving skills, even in the presence of advanced technology.”

“Humans have a unique ability to behave in seemingly contradictory ways under similar circumstances, making them the most intelligent beings. That is why, AI should be viewed as an aid to human intelligence, rather than a replacement for it.”

Mukul Harish Chopra, CHRO, ConveGenius

He adds, “Humans have a unique ability to behave in seemingly contradictory ways under similar circumstances, making them the most intelligent beings. That is why, AI should be viewed as an aid to human intelligence, rather than a replacement for it.”

“The role of AI in natural language processing is limited to what it has been trained to do. It only understands what we teach it and operates based on scientific principles. If the data goes wrong, the judgement will also be wrong,” points out Dev. AI-based data analysis may also miss important contextual factors that are not captured by the available data.

Some AI software may consider factors such as decreased productivity rates while analysing data to identify potential quitters. However, the success of AI algorithms relies heavily on having the right data sources and parameters. “While I recognise the benefits of using AI tools to analyse data, I do have concerns about the parameters being used and the quality of data input,” points out Majumdar.

“The role of AI in natural language processing is limited to what it has been trained to do. It only understands what we teach it and operates based on scientific principles. If the data goes wrong, the judgement will also be wrong.”

Rishav Dev, CHRO, Noveltech Feeds

For instance, AI software can be used to analyse various data points such as age group, gender, location, department, designations, HODs, managers and performance records to identify the factors contributing to employee attrition. This can be especially useful for larger organisations with a large amount of data to crunch. However, it is important to note that human perception and gut feeling are still important for managers, as there are certain nuances and factors that AI may not be able to pick up.

“The process of quitting is not spontaneous but accumulated over time, and machines may only track 90 per cent of the necessary information. While technology can help manage a large team, it still requires the human touch to truly understand and connect with employees,” believes Chopra. Technology cannot help retain disengaged employees if there is no human connection to begin with. Building relationships and listening to employees’ concerns is crucial in retaining them.

In managing a team, it is crucial to have a finger on the pulse of the people, regardless of age, gender, location or other parameters. Even dedicated and hardworking employees may want to leave for various reasons. “While AI can be useful to analyse data, it cannot replace the importance of human intuition and connection. A manager can pick up cues and sense moods that AI may miss, such as a remark or a reaction to something. Data analysis can sometimes be inaccurate, but people’s behaviour can reveal their true feelings about their job,” believes Majumdar.

Majumdar recalls a personal experience in his organisation where a person was supposed to join a meeting but didn’t show up. This was unusual, and upon investigating, it was discovered that the person, unhappy with their portfolio, had been contemplating changing it, and seemed willing to leave, if there was no solution in sight.  “This is not something that AI would necessarily sense as it doesn’t fit into the usual data points such as tenure, age, gender and so on,” observes Majumdar. However, he feels, “It’s important for managers to be perceptive and mindful of how their employees are feeling, even if it doesn’t show up in the data”.

Agreeing with the statement, Chopra also shares, “Human gut feeling, or intuition, can sometimes pick up on subtle cues that may not be immediately obvious from the data.” For instance, managers who have a good relationship with their teams may be more likely to notice changes in behaviour or mood that may indicate that an employee is considering quitting.

If an employee is considering switching, their immediate supervisor or manager would be the first to know. “Therefore, every team leader or manager should have a good relationship with their employees and show empathy towards them, so that they can detect any signs of disengagement early on. This is the most effective way to prevent employees from leaving,” opines Dev.

Data crunching can be helpful in facilitating the process, especially in big organisations, but one cannot rely solely on AI.

“Data is meant to assist the process and make it more efficient, but it cannot be relied upon solely. There is a possibility of missing important information as emotions cannot be entirely captured in data. For instance, if someone is dissatisfied with their job, they may not openly express it, and may only confide in their close friends. In situations where the human element is lacking, AI can provide some valuable insights, but it cannot replace the need for human relationships and connections,” concludes Dev.

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This new idea, which is growing in popularity, suggests that employees only do the bare minimum required to get through Mondays. The term is very much comparable to ‘quiet quitting,’ where workers disconnect from their job and start searching for new opportunities without making a fuss. The only difference is that, ‘bare minimum Monday’ implies putting in lesser than usual effort into an assignment or project, on a Monday. Just the basic effort to get through the first day of the week.

Generally, people tend to get into a weekend mood on Fridays. And now, with the concept of ‘bare minimum Monday’, the start of the week may also see a ‘laid back’ attitude from people. So, when will employees put in their maximum efforts at work? Should there be a day of the week for them to give their all, say ‘Extreme minimum Tuesday or Wednesday’? Shouldn’t employees be doing their best and putting in maximum effort on all days of the week? Are people beginning to grow scared of work? What do such concepts/trends indicate?

“If we allow ourselves to become stagnant, fail to invest the necessary effort, and treat work as a minimal requirement (only working 2 or 2.5 days a week), we will miss out on a significant opportunity”.

Vivek Tripathi, VP-HR, NewGen Software

While India does have a tremendous opportunity to grow and transform, given its current state and potential, Vivek Tripathi, VP – HR, NewGen Software, feels, “If we allow ourselves to become stagnant, fail to invest the necessary effort, and treat work as a minimal requirement (only working 2 or 2.5 days a week), we will miss out on a significant opportunity”.

According to him, this bare minimum effort towards work only means we’re not taking advantage of a golden chance (to learn on the job). 

The concept of ‘Bare Minimum Monday’ may seem peculiar because Monday is traditionally seen as a fresh start to the week when everyone returns to work with renewed energy after a break. “People are expected to come in to work on Monday morning full of vigour,” states Manish Majumdar, head – HR, EMS, Centum Electronics. Therefore, he feels, “Monday is supposed to be the day to put in our absolute maximum, to give the right start to the week”.

Why the need for a Bare Minimum Monday at all?

If Monday feels like a day of survival, where one is only doing the bare minimum to get through the day, maybe something isn’t right. 

Abuse of weekend

Manish Majumdar, head – HR, EMS, Centum Electronics, opines, “Perhaps the reason behind ‘Bare Minimum Monday’ is the manner in which we spend our weekends.” Many people tend to return to work on Monday feeling more tired because they have exerted themselves over the weekend. Weekends are meant for rejuvenation, rest and recovery so that one can return to work energised. However, if the weekend is spent partying late into the night, not getting enough sleep, or binge-watching shows on platforms such as Netflix and Amazon Prime, exhaustion on a Monday is but natural. That is why people feel the need for a ‘Bare Minimum Monday.’

Apathy towards job

As Tripathi rightly points out, “If one is passionate about and believes in the meaningfulness of one’s work, there is no justification for doing just the bare minimum. Instead, one should strive to do one’s best and achieve one’s maximum potential”. If one does not find their job fulfilling, it may be best to search for a new one. However, all those who are employed, owe it to themselves, their employers and the country to give their work their all.

“Those who are enthusiastic about their work will naturally return to work on Monday with high levels of energy. However, if they are disinterested or disengaged from work, then they will feel like doing just the bare minimum every day, not just on Monday.”

Manish Majumdar, head – HR, EMS, Centum Electronics 

Majumdar also agrees and says, “Those who are enthusiastic about their work will naturally return to work on Monday with high levels of energy. However, if they are disinterested or disengaged from work, then they will feel like doing just the bare minimum every day, not just on Monday.”

Lack of planning

With proper planning, Mondays can also go smooth and steady. Majumdar observes, “Often, people struggle with starting their work on Monday because they have multiple pending tasks, and they waste a lot of time deciding which one to tackle first. If they receive an urgent phone call or task in between, their entire schedule goes out the window.”

Are people scared of hard work?

With stress and burnout being discussed more than ever before today, people are focussing on self-care. “It is indeed crucial for people to prioritise their own physical and mental well-being and find meaning in their work and purpose in their life. However, people also owe it to themselves to give their best to their job and avoid falling into the trap of minimal work,” says Tripathi.  He goes on to advise, “There is an abundance of opportunities available to the younger generations today, particularly in India, where the largest number of young people are entering the workforce. Instead of settling for minimum work, they should strive to do the maximum to capitalise on these opportunities”.

Majumdar rightly points out, “If people do only the bare minimum on Monday and gradually pick up speed, it will take until Tuesday afternoon or Wednesday morning before they can work at their full capacity. This means, they have wasted at least a day or a day and a half before being fully productive, which is far from ideal for any organisation.”

Suitability for India

While wealthy countries such as Sweden and Norway that only need to maintain their status quo, may find it acceptable, the ‘Bare minimum Monday’ approach is certainlynot suitable for India. 

Tripathi does not support the notion of minimum work — avoiding calls in the first half of Mondays and slipping into a weekend mode by lunchtime on Fridays. “Such an attitude is inappropriate for a country with such immense potential. Individuals who are passionate about their work and genuinely believe they are making a difference would not subscribe to this ideology,” believes Tripathi.

We need to build, grow and improve our lives and the lives of future generations. Therefore, employees working in Indian companies must recognise the opportunities available to them and make the most of them.

For young people entering the workforce, it is essential to use their time effectively to learn and grow at the fastest possible rate. “Idally, GenZ — seen as the young and energetic generation— should return to work with enthusiasm on a Monday with a lot of energy and motivation, ready to pick up where they left off on and tackle tasks with gusto,” opines Majumdar.

The concept of some days being minimum days and others for fun weekends will only hinder the progress and opportunities for growth. This is particularly true in industries such as information technology (IT), which rely heavily on knowledge and continuous learning. “If employees limit themselves to the concept of ‘minimum work’ on certain days, they will miss out on opportunities to gain expertise and make meaningful contributions to their work. This is particularly true today, when there is a profusion of young talent in the workforce,” points out Tripathi.

It is important for a young person in the workforce to maximise the learning curve by working hard and making the most of the available opportunities. While it may be acceptable for the older workforces in countries such as Europe and Japan to take it easy, our young workforce needs to put in their best efforts to grow and learn the necessary skills. This is not the time for them to do the bare minimum, but to strive for the absolute maximum. Our economy is not as rich, and therefore, we must work harder to achieve our goals.

‘If people have interest in and passion for what they are doing, regardless of their age, they can still be fully invested in their work. This is evident in the dedication of many startups or entrepreneurs who begin their ventures in their late 40s or 50s and work tirelessly around the clock,” opines Majumdar.

Tripathi believes “The idea should be to aim for the maximum every day, rather than just settling for the bare minimum.” 

Sharing his own experience from his time at Daewoo Motors, a Korean auto company, Tripathi recalls how a senior leader revealed that their generation in Korea worked incredibly long hours — up to 18 or 16 hours a day — to build the country’s economy. According to the Korean leader, this level of sacrifice was necessary for growth, and he expressed surprise at the comparatively shorter work hours and desire to go home early among workers in India. Koreans are renowned for their hard work and discipline. “The main takeaway here is that we should learn from countries such as Japan and Korea that have worked hard to achieve success. We cannot afford to relax just because we have a job,” adds Tripathi.

How to tackle the urge to do the bare minimum?

Majumdar recalls a smooth and easy approach to get out of this minimum work mindset — a useful practice that someone shared with him a long time ago, and which he himself started implementing, and found it helpful. On Sunday evening, he suggests, taking a short break and dedicating that time,  maybe half an hour to an hour, to plan out Monday. What tasks to begin the week with on returning to work on Monday morning should be given some thought. His advice is, “Organise the week and schedule for the first day of the week because a good start to Monday sets the tone for the rest of the week. I have made it a habit myself, and I also suggest my team members try it out.” 

To fight the urge to do just the bare minimum, one must be fully engaged and enthusiastic about their work, spend their weekends right and plan their Mondays accordingly. In the absence of a proper plan for the workday, the events of the day begin to plan a person’s schedule for him/her.  Hence, it’s important to be in control of one’s workday and not let it consume all of one’s time.

The post If Mondays become ‘Bare Minimum’ which is the maximum day of the week appeared first on HR Katha.

Reasons for interview paralysis

There are many factors that can make individuals anxious preventing them from focusing and performing well during the interview.

Dishonesty: One primary reason for candidates suffering interview paralysis is “putting things on their CV that they’re not able to explain,” says Manish Majumdar, head – HR, EMS, Centum Electronics. Candidates have to be able to answer any question related to whatever has been put on their CV. In fact, it is their responsibility to explain the experiences their CV suggests they have gained and the achievements they claim to have.

Lack of confidence: Another cause of interview paralysis is a “lack of confidence in one’s abilities,” adds Sujiv Nair, global CHRO, Re Sustainability. Many individuals struggle with self-doubt and feel that they are not qualified for the job they are applying for. This can result in a negative self-image and make it difficult to perform effectively during the interview.

Pressure: The pressure to make a good impression can also contribute to interview paralysis. “The interviewees try to answer every question, even if they’re not aware of the concept, which may sometimes backfire,” points out Majumdar. This can cause individuals to become overly focused on their performance and make mistakes during the interview process.

One primary reason for candidates suffering interview paralysis is “putting things on their CV that they’re not able to explain. Candidates have to be able to answer any question related to whatever has been put on their CV. In fact, it is their responsibility to explain the experiences their CV suggests they have gained and the achievements they claim to have.”

Manish Majumdar, head – HR, EMS, Centum Electronics

Lack of preparation: Going for an interview without doing their homework beforehand is another cause for interview paralysis. “Inadequate research about the company and not paying attention to the job description can create a situation during an interview for the individual,” explains Nair.

Majumdar agrees and explains, “Sometimes, people fail to research thoroughly, especially, the one’s coming for a senior position.” Inadequate research for the role is not taken positively by any interviewer. Hence, an interviewee must also prepare for an interview, as much as an interviewer.

Uncertainty: Another possible reason for interview paralysis is uncertainty about the interview process. Job seekers may not know what to expect during an interview, leading to feelings of anxiety and nervousness. This can result in difficulty preparing for the interview, as individuals may not know what types of questions to expect, how many rounds they would have to go through, and how to present themselves in the best light.

How to overcome interview paralysis

The good news is that there are many ways to overcome interview paralysis and perform effectively during the interview.

“Focusing on their own strengths and abilities will help them feel more confident during the interview. A good way to channelise the power of self-esteem is to write down one’s strengths and remind oneself about them before going for an interview.”

Sujiv Nair, global CHRO, Re Sustainability

Be honest: To begin with, “One must prepare one’s CV meticulously. If there’s anything that can’t be explained or any activity that can’t be justified during the interview process, they must not include it,” advises Majumdar. The CV should only contain things that the candidates are confident of being able to answer and justify. Interviewers are experienced personnel and they are sharp at recognising the genuine capabilities and qualities of a person, and do not get carried away by any fancy statements or information on the CV.

Nair suggests that the candidates “get clarity on the role and list three points why they feel they will suit that position”.

Seek clarity: Many a time, interviewees begin answering a question even before they’ve properly understood what has been asked. In such cases, when the interviewers start cross-questioning, the interviewees are unable to give proper answers. Hence, it’s always better to clarify with the interviewers what exactly they wish to know. “Clarify the question first, understand what the interviewer wants to know, and then answer,” advises Majumdar. It’s absolutely okay to seek clarity on the questions. It only helps one frame accurate answers rather than begin with something unnecessary and lose track of one’s own thoughts.

Prepare thoroughly: Another significant aspect to overcome interview paralysis is to prepare thoroughly for the interview. Nair advises candidates to “research the company and list five points that they like or admire about that company”. Additionally, he suggests reading up about the position the candidates are applying for, and understanding the job description properly. Familiarity with the interview process is also necessary. This goes a long way in helping the candidate feel more confident and less anxious during the interview.

Confidence is key to overcoming interview paralysis, and hence, it is essential to take time to reflect on one’s skills and accomplishments. Candidates should remind themselves why they are the best choice for the job. Focusing on their own strengths and abilities will help them feel more confident during the interview. “A good way to channelise the power of self-esteem is to write down one’s strengths and remind oneself about them before going for an interview,” opines Nair.

Accept lack of knowledge: It’s perfectly fine to admit and accept that one does not know the answer to some question asked by the interviewer,” shares Majumdar. If a concept is unknown to the candidate, it is best to just admit it and take some time to frame the answers. “Interviewers reward and appreciate honesty,” he adds.

Hence, instead of just saying anything for the sake of it, it is better for the candidate to take some time and let the interviewer know this is something they’d like to find out and learn about.

Every organisation is different and so are their activities. The interviewers are fully aware and have a fair idea about the activities and the work that goes on in their companies. The interviewees, on the other hand, may be familiar with different ways of doing the same work or activities in other organisations.

“The expectation to know everything is a misconception that we’ve built in us, it’s okay to leave some space for mistakes as well,” opines Majumdar.

Be positive: The more one practices, the better one will perform during the interview.  Also try to focus on the positive aspects of the interview instead of the negative, such as the fear of being judged or the pressure to perform.

In conclusion, interview paralysis is a common experience for many job seekers. It is caused by a combination of uncertainty about the interview process, lack of confidence in one’s abilities, and pressure to make a good impression. The key to overcoming interview paralysis is to prepare thoroughly, build confidence in one’s abilities, and focus on the positive aspects of the interview process. With the right approach, individuals can overcome interview paralysis and perform effectively during the interview, increasing their chances of landing the job.

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As Ajay Tiwari, senior VP-HR, Lupin rightly puts it, the two terms are flip sides of a coin. ‘Attrition’ is a more general term that encompasses all types of employee turnover, while ‘resignation’ specifically refers to employees choosing to leave their job.

“At the end of the day, whether it is ‘attrition’ or ‘resignation’, the company is losing people,” observes Manish Majumdar, head – HR, EMS, Centum Electronics. Both terms suggest a loss of human capital for an organisation, and impact the organisation equally.

“The Great Resignation was a trend characterised by employees leaving their jobs in search of better opportunities or to take advantage of the increased flexibility that resulted from the pandemic, as the economy seemed quite bright.”

Lalit Kar, senior VP & head – HR, Reliance Digital

The Great Resignation referred to the trend of employees leaving their jobs in large numbers due to the economic impact of the COVID-19 pandemic. The year after everything came back to normal post two years of lockdown, the economy seemed really bright and growing. “Companies were expanding, startups were mushrooming, and a lot of talent was available in the market”, says Lalit Kar, senior VP & head – HR, Reliance Digital. This trend was characterised by employees leaving their jobs in search of better opportunities or to take advantage of the increased flexibility that resulted from the pandemic.

Companies were welcoming talent across sectors and people also had many opportunities to try, but still there was attrition. “It is possible that after the Great Resignation, companies may have faced the Great Attrition as well,” he adds.

“In industries such as pharma and IT, both ‘resignation’ and ‘attrition’ are equally considered. In these sectors, we require certain niche/specific skills, which creates a lot of pressure to retain talent within the organisation.”

(Personal views and opinions)

Ajay Tiwari, senior VP-HR,  Lupin

Talking about the current rough global scenario, Kar says that even though the global economy is facing many uncertainities due to various reasons — such as the rising inflation in the US and the UK, the Ukraine War, the upcoming recession, and the growing resistance to Chinese goods in European countries — attrition remains a reality. He further adds, “Attrition is more like a natural phenomenon that has always existed, along with resignation”.

However, even though the two concepts are similar, there are some key differences as follows:

External vs internal factors

The Great Resignation was more an outcome of external factors. “People had many options and they were eager to try new and better opportunities available. The Great Attrition, on the other hand, refers to a more general trend of employees leaving an organisation due to a variety of internal reasons,” points out Majumdar. This can include factors such as improper work functioning, low pay, lack of opportunities for advancement, and dissatisfaction with company culture.

Sector specific

Attrition is a trend that happens in certain sectors or specific divisions of a company. Tiwari opines, “In industries such as pharma and IT, both ‘resignation’ and ‘attrition’ are equally considered. In these sectors, we require certain niche/specific skills, which creates a lot of pressure to retain talent within the organisation.” These sectors keep expanding and hiring new talent even while maintaining the old employees to avoid any unnecessary talent gap. Also, this saves a lost in terms of hiring and training costs.

“Unlike The Great Resignation, The Great Attrition is not limited to a specific time period or event. It can happen over a longer period of time. It also damages the internal functioning of the company and breaks the morale of existing employees.”

Manish Majumdar, head – HR, EMS, Centum Electronics

Opportunities

People generally resign when they have a better opportunity, but in attrition, they do so even when they don’t have jobs in hand. As per a report by Mckinsey, 36 per cent of employees quit their jobs even without having a new job in hand. This is yet another way the Great Attrition differs fundamentally from previous downturn-and-recovery cycles.

Image of the organisation

Resignations do not really reflect badly on an organisation as the employees aren’t leaving because of the company. They are only doing so of their own accord, for their future growth prospects. They may have got the same opportunity with the current company after some time, but decided to seize the new opportunity with a senior role that came by. “If not for a new opportunity or offer, they would’ve stayed,” opines Majumdar. On the contrary, high attrition reflects badly on a company. These unhappy/dissatisfied employees moving on from the organisation may damage the employer branding and future networking opportunities of the company.

Time period

Unlike The Great Resignation, The Great Attrition is not limited to a specific time period or event. It can happen over a longer period of time. It also damages the internal functioning of the company and breaks the morale of existing employees. “It creates a domino effect,” says Majumdar. When productive employees leave, the morale of the existing employees is affected as they start questioning their own future at the workplace.

While Majumdar believes attrition is more fatal for an organisation, Kar thinks it is not something to be much concerned about.

Control

When many employees are leaving from a specific division, it may considered a trend, otherwise, attrition is not something significant. He further explains, “The Great Resignation was beyond our control, as the phenomenon was more on an economic level. India is still in a green position as we are still importing (good relations with Russia), and our economy isn’t as badly hit as the others (the US, China and the UK). Hence, The Great Attrition is not that major a concern, and it’s still in the hands of the company.”

Causes

Tiwari observes that a company can consider and work around the causes of attrition. Improved attrition will not only save costs in terms of training new employees, but also save the company from any business disruptions, and reduce the talent gap. He suggests that organisations conduct surveys to understand the root cause and then act accordingly. “There will definitely be some organisations that need no change, but some may require real attention,” he says.

While the Great Resignation is driven by external factors and can be difficult to fully control, companies can take steps to mitigate its effects. The Great Attrition is more internal and companies can have more control over it by implementing policies and strategies to reduce employee turnover and keep their current workforce engaged.

The post How different is ‘The Great Attrition’ from ‘The Great Resignation’ appeared first on HR Katha.

The reality for gig workers is way different from how it is perceived. These ‘independent workers’ have a lot of challenges as well, and these challenges are very different from those faced by full-time employees.

For instance, Sheetal, who has been an interior designer for over a decade now, is an independent professional. She gets her projects online and has a set of clients that she works for. Looking at her time schedule, she has a lot of flexibility in terms of where and when she wants to work. However, at times, she often has to work on weekends and public holidays just to be able to meet the deadlines set by her clients.

One time, when her mother fell ill, Sheetal was unable to work for 10 days, but her client’s deadline was sacrosanct, and they needed the deliverables on time. Therefore, she had to work on weekends and even on public holidays.

“Freelancers have to invest in their own upkskilling themselves”

Jayesh Sampat, senior HR leader

If a full-time employee falls sick or has to take care of a patient at home, he or she is bound to receive some support from the manager and the organisation and may not have to stretch too much.

Manish Majumdar, head – HR, EMS, Centum Electronics, mentions that working as an independent professional actually restricts one in many ways. “The relationship dynamics are very different in case of independent workers, who are more like service providers for their clients. They will be expected to deliver anyhow. Employees, on the other hand, may be able to enjoy some relaxation,” shares Majumdar.

Another challenge for freelancers is upskilling. Employees have employers to invest in their upskilling, but freelancers have to coach and upskill themselves.

As an independent interior designer, Sheetal attends various seminars and workshops, and not all of them are free. She has to pay the fee from her own pocket and also spend on conveyance, just to stay updated on the upcoming trends in her field. There is no option, because as an independent worker no one else but she alone is worried about her upskilling.

“Freelancers have to invest in their own upkskilling themselves,” points out Jayesh Sampat, senior HR leader.

Consistency of income is yet another challenge that most freelancers face. Many a time, Sheetal is seen travelling the country with her husband and kids, but she has to keep a close check on her expenses, because her income is not fixed.

Full-time employees, on the other hand, have less to worry on that front. Whether there is too much work or no work at all, they receive a fixed monthly salary that they are entitled to and also enjoy paid leaves. For freelancers, some months may be prosperous, while other months may be lean and rather tight in terms of finances.

“The relationship dynamics are very different in case of independent workers, who are more like service providers for their clients. They will be expected to deliver anyhow. Employees, on the other hand, may be able to enjoy some relaxation”

Manish Majumdar, head – HR, EMS, Centum Electronics

“Independent workers need to be resilient, especially in situations of rejection of work. Income may not be consistent. Additionally, freelancers need to be more disciplined and good at time management. After all, the days they are not working, are the days of no income,” observes Majumdar. The fact remains that while freelancers / gig workers may enjoy a lot of flexibility, they will have to manage that flexibility in a disciplined manner.

The gig workforce today is over 20 lakh strong, with 47 per cent working jobs that require mid-level skills. About 22 per cent are engaged in high-level skilled jobs while the rest are working in jobs requiring low level of skills (as per a report by NITI Ayog).

India, however, is yet to make optimal use of the available gig talent. “In India, organisations are not evolved enough to utilise gig workers. Managers find they have less control over gig workers who appear to have no accountability in terms of deliverables. That means, they do not take responsibility for anything that goes wrong,” admits Sampat. In countries such as the US, the relationship between the organisations and gig employees has very much evolved. The latter are responsible for the final outcome of the work assigned to them.

Clearly, gig work is not as easy as it seems or sounds. In India, gig workers are still not entitled to any employee benefits that regular employees enjoy. As HR leaders point out, in order to succeed, freelancers need to be highly resilient and disciplined self-managers.

Their survival also depends on their psychological orientation. If they can work independently without being concerned about how they are adding value to the final outcome of a project, they will be at ease. They will excel if they are constant learners, quick and spontaneous, and happy not being attached to a single employer.

The post Realities of gig working appeared first on HR Katha.

Leaders have been talking about how harmful the phenomenon can be for the careers of the employees and for the overall culture of an organisation. There is talk of about quiet quitting can disturb the ecosystem and take away the zeal to win and stay in the lead.

For those who are unaware, ‘quiet quitting’ is a topic that has gained a lot of attraction of late, thanks to social media influencers around the world. The term refers to the practice of employees choosing to adhere to just the job assigned to them. Simply put, it refers to the employees’ unwillingness to go above and beyond their duty, or choosing to not put in those extra hours that may require them to work beyond their key responsibility areas or KRA.

“There is a tendency to misunderstand things when one starts losing one’s employees”

Debjani Roy, CHRO, Mind Your Fleet

However, many leaders argue that this term has been misunderstood by the industry and its leaders. People have taken no time to ridicule the concept of ‘quiet quitting’, labelling ‘quiet quitters’ as mere ‘employees’ or ‘lazy people’ as they chose not to go the extra mile.

Some people argue that ‘quiet quitting’ has nothing to do with productivity and laziness in employees, and that it is more about not making one’s life all about ‘work’ alone. It is all about rejecting the idea of work dominating our lives.

Quiet quitting is more about giving importance to a perfect work-life balance, where there is nothing wrong in enjoying one’s life, spending time with the family and doing what one wants.

As per Debjani Roy, CHRO, Mind Your Fleet, post the pandemic, companies have been focusing strongly on scaling up the business. However, it was also the time where there were immense opportunities outside for people as well. This led to businesses losing their talent. “There is a tendency to misunderstand things when one starts losing one’s employees,” admits Roy.

In fact, some professionals argue that industry leaders and the media have been manipulating the term ‘quite quitting’ for their own benefit. With so much negativity surrounding the concept, the hard working lot of employees try to keep the philosophy ? which seems to be spreading like wildfire ? at bay.

Generally, this practice has been observed more in Gen Z, the youngest cohort of employees.

What drives them to think so?

The pandemic has played its role and made people realise that spending extra hours at work and slogging it out like a donkey pays nothing. They have come to realise that spending time with loved ones and doing what one loves is equally important.

“Organisations will have to actually move with this cultural shift in the new generation that expects to be instantly compensated for the hard work and every bit of effort they put in”

Manish Majumdar, head-HR, EMS, Centum Electronics

Gen Z has been witness to the economic recession a decade back. They saw their parents getting laid off. Even during the pandemic, they saw people losing their jobs. Naturally, it makes them think whether going the extra mile or putting in those extra hours is worth all the trouble.

Also, as Manish Majumdar, head-HR, EMS, Centum Electronics, rightly points out, “Companies will always have some flaws with the rewards and remuneration (R&R) system”.

Roy also agrees that hard work does not always translate to satisfying rewards for people.

In fact, rather than choosing to fight the idea of ‘quiet quitting’, organisations should accept it and act accordingly. “Organisations will have to actually move with this cultural shift in the new generation that expects to be instantly compensated for the hard work and every bit of effort they put in,” shares Majumdar.

Roy strongly believes that the industry needs to get more familiar with this new generation. “We need to accept that they are ready to work, but only on their own terms. And most importantly, for any extra effort that they put in, they will question, ‘What is in it for me?’’” asserts Roy.

Majumdar adds that the progressive companies try to enable their employees to go that extra mile by automating some tasks or supporting them by providing flexibility. However, he observes that only some companies are do it and some others are on their journey.

Maybe it is time for managers and leaders to ask themselves, ‘What is wrong in employees seeking ‘me’ time’?

The post Is ‘quiet quitting’ misunderstood? appeared first on HR Katha.

What is even more surprising is that my friend is not the only one who holds such an opinion. Many like him, in the initial stages of their career, prefer to work with big brands and names that may not necessarily have the best track record in terms of the way they treat their employees.

For Instance, a global e-commerce Company which doesn’t really have a good image when it comes to how it treats its employees. Multiple cases have surfaced over the years, which clearly indicate a toxic work environment in the company. Yet, it seems to have a greater employer value proposition than other companies operating in the same space.

Presently, with the talent market leaning towards being more of an employees’ market, companies operating across levels are investing extensively to ensure optimal employer branding. Hence, talent ending up preferring to be associated with corporations that are infamous for their toxic work culture may seem a little off.

“People may look at associating with toxic workplaces just because of their market presence”

Ramesh Shankar S, former EVP & head of HR, Siemens

Why does this happen? Why do large-scale companies with toxic work cultures still have a higher EVP than others? Let us look at some of the multiple reasons behind this phenomenon.

Market presence: As Ramesh Shankar S, former EVP & head of HR, Siemens, points out, brand image is built over time, and requires a lot of effort. Therefore, “for prospective employees, the brand image may hold greater significance while making a decision,” he says.

After all, “for the kind of companies we are speaking of here, the brand name stands for excellence in terms of their products and customer satisfaction. The name itself is reflective of a market leader. Hence, talent may look at associating with such names just because of their market presence,” he explains.

Compensation: Criteria for decision making will vary from professional to professional, depending on their level. Junior-, mid- and senior-level professionals may consider different factors before deciding to engage with a certain company, believes Shankar.

“They may look at switching jobs on the basis of the kind of compensation or raise they’ll get from the move,” he states. Bigger brands and market leaders generally compensate their employees extremely well, significantly more than what the market is offering. “Some professionals may even consider taking up a job in an organisation because of the location they will be posted in,” he points out. “However, professionals may not necessarily be aware of the company’s work culture before joining. That is something they ascertain during their engagement,” reveals Shankar.

Money is obviously a big factor when it comes to a person’s professional choices, especially for people in a country such as India.

“What they don’t understand is that no company pays a person for free. They’ll expect something in return, in equal measure if not more. A company that pays good will also expect good results, and therefore, the individual would be expected to work under extreme pressure,” cautions Manish Majumdar, former head – HR CoE, Novo Nordisk. He also adds that accepting such large packages may put the talent in the ‘out of the reach’ category in the job market, posing difficulties while switching further.

“I’ve worked with big names that overstretch in order to ensure that only the good things are highlighted more in public”

Senior HR leader working in the IT sphere

Social status: While Majumdar admits that compensation may be a big deciding factor for a professional, another important factor is the social status that comes with associating with a certain brand name. “Engagement with an Amazon or a Google will definitely look good on one’s resume or LinkedIn profile. The connect with such companies begins at a very young age,” points out Majumdar. He goes on to explain that such brands are very strongly positioned in our heads as we have been seeing or hearing of them almost on a daily basis. These brands also have a fantastic social-media presence. “Given the way our lives are going digital, the presence of such brands has grown stronger, leading to a subconscious preference in our minds,” he enunciates.

Limited awareness: Majumdar also draws attention to the top-tier employer branding of the corporate giants. While candidates are usually aware of the thousands of positive stories about these companies, they may not be as aware of the horror stories of their employees, while joining.

That is because, a majority of the large companies invest heavily on PR and marketing. They definitely limit the reach of the negative incidents and stories that threaten to tarnish their public image.

“Engagement with an Amazon or a Google will definitely look good on one’s resume or LinkedIn profile”

Manish Majumdar, former head – HR CoE, Novo Nordisk

A senior HR leader working in the IT sphere tells HRKatha anonymously that many of the leading companies allocate separate budgets to camouflage the negative stories that may give them a bad name as an employer. “I’ve worked with big names that overstretch in order to ensure that only the good things are highlighted more in public,” the leader reveals.

Pursuit of a dream: Lastly, some of these big companies are dream brands for many professionals — names they have always dreamt of being associated with. The true inside story, with regard to the work culture, is rarely known to many prospective employees. However, even after being exposed to the work pressure and toxicity that takes a toll on work–life balance, professionals may still prefer to work with such companies. Many feel they shine more in a work environment which is not as comfortable and entails challenges and extreme work pressure. Such people, despite being exposed to the negative and toxic aspects of the culture at their ‘dream companies’, find it difficult to switch loyalties.

The post Why some big brands have higher EVP despite their toxic work culture appeared first on HR Katha.

A disciplinary committee looking into the matter, found that Neil Hutt, a transactions partner for the company, had behaved in an “obscene and aggressive” manner during an annual company skiing trip. Hutt had passed sexually inappropriate comments at a junior woman employee.

His vulgar comments addressed to the junior female colleague “amounted to an abuse of his position and power,” said Rosalind Wright QC, a retired barrister working mainly for the public and regulatory sector.

After the verdict, instead of terminating Hutt, the Company fined him a sum of £75,000. During the internal company investigation, Hutt remarked that he had “taken a joke too far.” After he agreed to attend a training on diversity and inclusiveness, EY allowed Hutt to continue in his position!

“Basically, this person must have been giving a lot of value to the firm, that’s why they must have taken the ‘fine’ route. However, imposing a fine doesn’t seem to be a wise move on the Company’s part”

Emmanuel David, former director, TMTC

That is not all. The Institute of Chartered Accountants in England and Wales (ICAEW) deemed there would be no risk of Hutt repeating his behaviour and fined him £11,900 without removing him from the professional register!

Hutt, however, resigned from the job immediately after the report became public.

Employees at EY are definitely not happy with the way the Company has dealt with the issue, claiming that EY only focussed on keeping away bad press and not in the interest of the employees.

“Fine is not Fine”

Emmanuel David, former director, TMTC, opines on why the firm might have resorted to fining the pepetrator rather than terminating his employment. “Basically, this person must have been giving a lot of value to the firm, that’s why they must have taken the ‘fine’ route. However, imposing a fine doesn’t seem to be a wise move on the Company’s part,” he says.

David enunciates that the firm looked at it as an event, whereas the employees looked at it as a reflection of the organisation’s culture. “However, the transaction doesn’t end because there is a feeling of retribution. Thanks to incidents like these, employees would most definitely be apprehensive of their Company’s culture moving forth. The higher-ups need to look beyond, as a transaction or event, and consider it a reflection of the company’s culture,” says David.

This is not the first time that EY, one of the Big 4, has dealt with sexual harassment charges from within the company.

The accounting giant has told staff that it will do more to tackle inappropriate behaviour at the workplace. It has also said that it would review its disciplinary process It plans to set up an anonymous feedback channel for employees to escalate any harassment matter to the higher-ups.

“Any woman professional would be scared to work with a company where the senior executives appear to get away with misuse of their position and power”

Manish Majumdar, former head-HR, CoE, Novo Nordisk

“The Company needs to look at it from a more holistic perspective. The goal here should be to champion respect for gender at the workplace. If it is just the prevention of acts of sexual harassment at the workplace, then a fine is okay. The fine basically puts a price tag on the act,” explains David.

“Economically hurting somebody may act as a deterrent and prevent them from repeating such offences in the future. But, employees seek psychological safety at the workplace, which a fine will definitely not ensure,” clarifies David.

Opining on how to build a more hospitable work culture, David cites an example from one of his previous tenures, when he was CHRO for Voltas. He recalls how he was tasked with implementing changes to the company’s culture so that incidences of workplace harassment could be avoided. David explains that men and women in any organisation need to come together for business transactions and we need to ensure that they are effective in their work. Therefore, we need to clearly demarcate the do’s and don’ts of behaviour. To determine this, they had invited the opinion of the women employees on what is ‘respect’ and ‘disrespect’. Accordingly, codes of conduct were mandated at the workplace.

David re-emphasises that companies need to act with haste when such cases arise, in order to set the right example.

Disastrous for EY

Manish Majumdar, former head-HR, CoE, Novo Nordisk, says that the way the whole case has played out is disastrous for EY. He is, however, not surprised that such an incident has happened at one of the Big 4 companies, which he says has had its fair share for such cases over the years. “From an HR perspective, imposing a fine is clearly the wrong thing to do. This only signals that the company values business contribution more than behaviour with colleagues, and hence, paints a negative picture of the overall work environment,” Majumdar says.

“No matter how important one is to the company’s balance sheet, one’d still be accountable for one’s actions at the workplace. Therefore, the point to be driven home is that suitable action will be taken against anyone found guilty, irrespective of their contribution to the company’s balance sheet. If that message is not conveyed clearly, then one is only creating an inhospitable work culture for a diverse workforce,” he points out.

Such incidents tarnish the image of the company and also render the company unsuitable for women professionals. After all, those in higher positions could misuse their power within the company and get away with their misdeeds. “Any woman professional would be scared to work with a company where the senior executives appear to get away with misuse of their position and power,” he says.

The woman who was harassed, was a trainee, who described the internal investigation process — which took place one month after the incident — as ‘uncomfortable and embarrassing’. She was apparently forced to repeat Hutt’s remarks to senior EY colleagues.

The investigation panel discovered that the “increasing rumours around the office had left her feeling isolated. Publicity about the incident had significantly increased her embarrassment and shame to the extent that she had found it difficult coming in to work.” This, in Majumdar’s view, is reflective of a biased investigation, where the Company was inherently trying to retain the senior employee by breaking the victim’s case.

“Asking repetitive questions to try to break down the employee who would then recant from their story, is just a way of safeguarding the person in power. It is indicative of an investigation based on inherent bias. The primary aim of protecting the person who is valuable to the balance sheet becomes more apparent,” Majumdar exclaims.

Hutt only resigned after the matter went viral, which happened about five months after the incident took place. This shows that he only let go because of the public pressure that the Company may face.

“POSH investigation is delicate and sensitivity must always be maintained towards the person who is alleging sexual harassment. A neutral perspective is required. Cornering the victim is a clear indication of whom one wants to protect, and hence, retain in the workforce. From an HR perspective, as long as the perpetrators are protected, they only end up being more reckless and bold, as they know they can get away with just anything. This does not deter such behaviour,” asserts Majumdar.

In conclusion, Majumdar says that the way EY dealt with the whole ordeal is disastrous for its reputation as an employer.

The post Dealing with sexual harassment at the workplace: Lessons from the EY episode appeared first on HR Katha.

With ‘Gen-Z’ and ‘Gen-Y’ gaining more significance in the workforce each year, in terms of numbers, the age disparity in the workforce is bound to increase. This may lead to the issue of ‘ageism’, that is, stereotyping of and/or discrimination against individuals or groups on the basis of their age. This may be casual or systemic.

“Discrimination on the basis of age has always been there. It is not a new phenomenon. In the past, people within organisations simply tried to accommodate these discriminations and move on,” Naresh Kumar Puritipati, human resource director, Lactalis Group, tells HRKatha.

Explaining how discrimination on the basis of age was different in the past, Puritipati points out that in India, the workplace was traditionally dominated by senior people. Juniors were not present in such large numbers as today. Hence, the discriminatory behaviour may have been directed towards the younger lot. “Now, things have changed. Any incidence of discrimination is magnified by youngsters, thanks to the wide reach of social media. Further, if they feel discriminated against and decide to leave, these youngsters have far more opportunities awaiting them in the market,” he explains. “It is the senior people who may be in the soup,” he adds.

“Discrimination on the basis of age has always been there. It is not a new phenomenon. In the past, people within organisations simply tried to accommodate these discriminations and move on”

Naresh Kumar Puritipati, human resource director, Lactalis Group

Puritipati illustrates the outcome of demographic change in the workplace with an example. He was privy to the acquisition of an Indian proprietary-driven company by a larger multinational conglomerate. Older people existed in majority in the acquired company. “Post acquisition by the MNC, the culture changed. The youngsters had equal voice. Some functions were made independent. The boot was on the other foot. The senior employees felt they were discriminated against at the workplace due to their age,” he recalls.

Puritipati observes that the concept of ageism is more relevant to the start-up environ. “For startups, the gap is wide. There are more youngsters and fewer experienced people. Juniors may be having an unconscious bias towards the seniors. In traditional companies, on the other hand, seniors still continue to hold higher positions and the issue is not as relevant,” he said.

Anand Talwar, senior HR practitioner and former CHRO, ITC Infotech, shares that he has observed similar cases in family- run businesses. There, the younger generations face trouble dealing with the old-school mentality of the older generations, primarily because the latter are rigid when it comes to accepting change. “If the old guard is contemporary and skilled, there are no issues. If not, they become fossils. Then, there is a problem,” he says.

On the issue of ageism, Talwar holds a different view altogether, critical of how the work culture as a whole operates, “Age has got nothing to do with discrimination. I think it is more about how contemporary people are, the kind of contribution they are making, how they are bringing in business, and how they are able to handle shifts in technology, even while keeping track of changes in the marketplace. If older people are up-to-date with the shifts in the market, there is no way their colleagues will see them in a lesser light,” says Talwar.

“If the old guard is contemporary and skilled, there are no issues. If not, they become fossils. Then, there is a problem”

Anand Talwar, senior HR practitioner and former CHRO, ITC Infotech

“It’s high time we pay attention to skills and respect enterprise. Gone are the days of simply bowing to silver hair,” asserts Talwar.

Talwar elaborates that avenues for such forms of discrimination open up the moment a candidate fills an employment form.

In India, many employment forms still require candidates to enter their date of birth, sex and religion. Talwar finds this practice archaic. In the West, it is deemed redundant to the hiring process. Skills should be the only hiring criterion that should matter.

“There is absolutely no logical reason to not consider someone because of their age. I am surprised when I see job ads which automatically debar a candidate on the basis of their age. This is an extremely discriminatory practice, which, unfortunately, is still relevant in India,” says Manish Majumdar, former head- HR, Novo Nordisk.

Majumdar observes that stereotyping is common in Indian society. “Startups tend to stereotype older people as being less capable of being active in their working lives, and hence, less productive. Such stereotyping, where one is compelled to refrain from giving people a chance just because of the age group they belong to, is the projection of one’s perception over others,” Majumdar explains.

To minimise the issue of ageism at the workplace, in startups and other industries, Puritipati details a three-step plan.

“I am surprised when I see job ads which automatically debar a candidate on the basis of their age”

Manish Majumdar, former head- HR, Novo Nordisk

First, “At the time of recruiting a senior person, it is important to check whether the person one is bringing in is accommodating and can gel with the culture of the organisation,” he says. Second, a culture orientation or cultural assimilation of this person is essential. The company needs to be mindful of making such people understand how its culture is different from that of other companies they may have been associated with in the past.

Third, it is essential to create sensitivity in the existing workforce towards ageism. “One needs to make employees aware of what they can learn from the other generations. Tell them exactly why a certain type of talent is being brought into the organisation. Make them understand how it may be beneficial for them as well to connect with them,” he said.

Majumdar shares that having people of different ages must be a part of the DE&I agenda of a company, especially a startup. To ensure this, the recruitment ads must clarify that the organisation is an equal opportunity one. “Direct a message to the business as well that no statement in the job ad should be remotely discriminatory,” advises Majumdar.

He also adds that to ensure ground-level implementation of the DE&I agenda, an HR needs to keep a watch on the rejections. If a rejection seems odd and even remotely biased because of the age factor, then the HR needs to review the case and question the recruiter.

The post Is ‘ageism’ rearing its head in the Indian workspace? appeared first on HR Katha.

A social-media influencer with over five million followers, tells HRKatha that companies have been using his platforms regularly to promote their jobs. These influencers put up audio-visual Instagram stories that work as teasers for job openings. In a day, these posts are viewed by at least a million of his followers, majority of them belonging to the 22-30 age bracket. How many of these views actually get converted into applications or jobs remains a question. Is it really a viable strategy for hiring?

“In the employer brand-building context, it depends on the organisation if it is in a major scale-up mode. In that case, the organisation needs to go out of its way to increase its workforce, and this would be an exceptional effort.”

Kamlesh Dangi, group head – human resources, InCred

Kamlesh Dangi, group head – human resources, InCred, believes that hiring social-media influencers to attract talent is a viable option that can be looked into under certain circumstances.

“In the employer brand-building context, it depends on the organisation if it is in a major scale-up mode. In that case, the organisation needs to go out of its way to increase its workforce, and this would be an exceptional effort,” says Dangi.

He feels that the use of social media by leaders, for branding, is a more efficient way to create a positive image, and hence, attract talent.

“I can see some companies using social media to promote some extraordinary developments or certain lucrative employee benefits that they may have implemented. Obviously, this builds a brand image but also helps attract talent,” he says.

Manish Majumdar, former head – HR CoE, Novo Nordisk, says that using influencers to attract talent can be an innovative way for companies to leverage social media in their favour, in the war for talent.

“While fighting for talent in an employee market, any edge over competition goes a long way. Finding innovative ways to attract talent is not a leisure activity, but a necessary one. In that context, it makes sense to hire social-media influencers to attract talent.”

Manish Majumdar, former head – HR CoE, Novo Nordisk

The war for talent in India is real. Organisations are constantly trying to outdo each other to attract the the best from the small pool of employable people. “While fighting for talent in an employee market, any edge over competition goes a long way. Finding innovative ways to attract talent is not a leisure activity, but a necessary one. In that context, it makes sense to hire social-media influencers to attract talent,” he says.

There is also a need to exercise caution while employing external influencers to attract talent. The image of the company has to be considered before approaching an influencer. “Hence, a recruiter must be cautious while choosing an influencer to attract the right talent, without diluting the brand value,” adds Majumdar.

Jitender Panihar, CHRO, MoEngage Inc., shares a different opinion on the issue. “When people are exploring a career opportunity, they generally tend to seek opinions from those who have in-depth knowledge and first-hand experience of an organisation,” he points out.

“Social Media Influencers just provide reach, which is more useful while promoting a product. However, one cannot compare experiences with products. People buy an experience or an opportunity when someone who has already lived it retells it.”

Jitender Panihar, CHRO, MoEngage Inc

Talent can be influenced to join a particular organisation only when the experience of working there is shared by someone who has already lived the story, rather than an influencer. The latter will not be able to convey the company’s message with the same level of conviction as a present or former employee. “Hence, for MoEngage, an employee who has been working with the organisation for some time is the perfect social-media influencer to attract hireable talent for the company,” declares Panihar.

Panihar reveals that MoEngage has internal talent influencers within the company. “We’ve identified people who have been in the organisation for a while — who can act as role models, and can be banked upon for advocacy campaigns, referral campaigns, or for creating visibility in the market.

Acting as role models on the inside, these employees can be used to attract talent from the outside.

Regarding social-media influencers, Panihar believes “they just provide reach, which is more useful while promoting a product. However, one cannot compare experiences with products. People buy an experience or an opportunity when someone who has already lived it retells it,” he enunciates.

Though this seems to be an innovative idea, and perhaps can be used in cases of mass hiring at the entry level, it is certainly not for niche or specialised talent.

The post How about using social-media influencers to attract talent? appeared first on HR Katha.

“I was very confident in her candidature. However, during the hiring, I clearly told her that she could expect crass language while working there. I conveyed to her that an honest approach will give her success in her position. During her tenure with us, she was really popular and delivered excellent performance throughout,” said Mishra, elaborating on the experience.

“Once I hired a competent women in a role based in Jharkhand which was known for deep Naxal infestation. She showed potential and no female was hired in that role till then. During her tenure with us, she was really popular and delivered excellent performance”

Ravi Mishra, SVP-HR, Advance materials business, Aditya Birla Group

Diversity and inclusion for corporates has become a priority of late. Opening workspaces to all allows companies to broaden their horizons in terms of the variety of ideas, and is also essential to promote social equality. In India, the idea of inclusion in the workspace was initially thought of to only be restricted to women. However, diversity needs to be enhanced in several ways. To ensure this, it is essential that hiring officials be open to all sorts of people who seek employment. Mishra feels that people coming from less privileged backgrounds, from tier-III or tier-IV cities, often get overlooked by hiring managers, who prefer to recruit people hailing from bigger cities. This bias is due to a conventional disparity in communication skills and a pre-perceived notion of the probable difficulties that people coming from unconventional backgrounds would have trouble fitting in the organisation. However, he believes that hiring managers should be open to people hailing from smaller cities, as in his opinion, they are more loyal to the company. Further, success stories of people hailing from smaller cities are an obvious indicator that a person’s competency shouldn’t be judged based on the region they hail from.

“Companies need to take up special workshops to sensitise their recruiting officials about the discrimination that the people from the community go through”

Manish Majumdar, former head- HR, CoE, Novo Nordisk

For a country like India to truly have a diverse workforce, inclusion of all genders and sexuality is one of the biggest hurdles. However, given the orthodox approach that the society continues to have, people from the LGBTQA community continue to face discrimination. For this purpose, companies have introduced special LGBTQA hiring drives. The idea behind this is to make it clear to the candidates that the company is open to everyone; and that they don’t need to make conscious efforts to protect their identity. Manish Majumdar, former head- HR, CoE, Novo Nordisk, feels that such drives are, thus, essential. However, it doesn’t mean that the recruiting officials are completely sensitised to the LGBTQA community. “Companies need to take up special workshops to sensitise their recruiting officials about the discrimination that the people from the community go through. For the same purpose, they could also tap into the existing resources of the company, that is, people who are already from the community, to help HR during the recruiting process,” he said.

In order to ensure diversity at the workplace, hiring managers need to be more open to people from all sorts of backgrounds and communities. Their personal biases shouldn’t affect the candidature of a right candidate. The company should help hiring managers to develop a bias-free mindset.

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Nobody could do anything about it. We could only sit back and wait — wait for some semblance of normalcy to be restored. The morale of the workforce took a big hit with layoffs, salary cuts and so on. At that point of time, all that business leaders could think of was to just sail through the bad times somehow. Most of the businesses were in survival mode. They were just waiting for things to get a little better.

“COVID will not vanish any time soon. It is almost close to impossible to predict when things will return to 100 per cent normalcy. So, we will need fearless people with the ability to thrive and perform in these times.”

Sharad Sharma, CHRO & chief business ethic officer, Pramerica Life Insurance

Just when things had begun to look up, with the economies opening up and everything starting to limp back to normal, the number of cases have started rising again. Nevertheless, it is certain that things will soon get back to normal again. Businesses will again need to change their gears and shift to the ‘thrive’ mode. A big transformation will need to be undertaken from the ‘survive’ mode to the ‘thrive’ mode.

Talking to some of the HR leaders and experts, we have come up with five factors that can help organisations try and get back on their feet and shift to a ‘thriving’ culture again.

Building or acquiring a new kind of talent

Given the times, organisations will certainly need people who can thrive amidst uncertainty — fearless people who can drive a transformational shift. Either organisations will have to build these qualities in their people or acquire people who possess the right attitude.

“COVID will not vanish any time soon. It is almost close to impossible to predict when things will return to 100 per cent normalcy. So, we will need fearless people with the ability to thrive and perform in these times,” shares Sharad Sharma, CHRO & chief business ethic officer, Pramerica Life Insurance.

“During the lockdown, layoffs and salary cuts gave a message that things are not good. Now we have to do the reverse. We have to show people the positive signs to build morale and bring them back to a thriving stage”

Manish Majumdar, HR consultant, and former head – HR, Novo Nordisk

Positive communication & messaging 

During the pandemic, layoffs and salary cuts had become common. These were indications of all not being well with the companies. Now, organisations will have to indulge in reverse communication. While acknowledging the current circumstances, a communication, such as ‘Yes, we know things are bad but we assure you that normalcy will return,’ can be very reassuring. While organisations may not want to hire, they can still give assurance that they will not take away jobs from their people. Releasing a bit of budget for people to implement and execute some formulated ideas will also give a positive sign.

“During the lockdown, layoffs and salary cuts gave a message that things are not good. Now we have to do the reverse. We have to show people the positive signs to build morale and bring them back to a thriving stage,” says Manish Majumdar, HR consultant, and former head – HR, Novo Nordisk.

Giving bonuses or salary hikes

For morale building and motivation, it is important for people to see positivity in the organisation’s attitude and actions. Giving bonuses and salary hikes can really motivate people and put across the message that the company is getting back to normal and eyeing growth.

Changing the mindset of leaders

It is not just the employees who were demotivated by the pandemic. Managers and business leaders were equally affected. First, the leaders are the ones who need to change their attitude and return to their high-performing days. This will help the organisation cascade the thriving culture down to each and every employee in the organisation, across ranks.

New interventions for transformational change in the organisation

People will have to brainstorm and come up with ideas internally or consult some experts about bringing in new interventions to change the mindset of the people and restore a high- performance culture in the organisation.

Nobody was really prepared for such a situation. Therefore, people are unlikely to have definite answers or solutions to ensure that things are brought back on track. Each industry will face a different kind of challenge, which will have different solutions. It is time for the big HR-consulting firms to do some R&D and come up with some practical solutions to help organisations make this shift.

The post From ‘survive’ to ‘thrive’ – How to transform organisational outlook appeared first on HR Katha.

Today every individual is in a rush to acquire as many qualifications as one can to print out a shiny CV laden with certifications. Due the over-the-counter nature of these courses employers may be skeptical about the value they hold as a result of which, it might reflect on whether or not a candidate coming in with such degrees gets hired.

The psychology of human hiring is that we always tend to think better of any course that is long and extensive even though the person designing it might have done a less than adequate job. A short term course, designed well, can give as much bang for a buck as an extensive one

While articles on the internet might express concern regarding such qualifications, it might not be necessary to dismiss all such courses as holding little or no value.

In fact, whether or not they do, boils down to what kind of role is one hiring for and how good of an interview process does a firm have.

Manish Majumdar, former head-HR, Novo Nordisk, explains that it depends on the type of the course and the number of hours that needs to be invested in a certain area. If an interviewee comes in with 10 hours of learning in a subject that needs at least 10 days, then of course, there is reason to be skeptical. “In India, there is a problem of skill to talent match in hiring. More often than not, people with mismatched skills or those who are over-qualified are hired. Therefore, the main question to ask is what one is hiring for.”

The value should be determined by the expectations from the person coming in for the role. If a subject expert is needed, then it calls for in-depth learning. However, if one is hiring for a managerial position then maybe such courses can be given a chance

To take an example, if a candidate comes in with 10 hours of learning for a job that requires expert understanding data science, then they will definitely not meet the cut off for qualifying. However if the candidate completes a 40-50 hour course for the same, then the interviewer might expect the candidate to have a peripheral understanding of the subject at the least.

Rani Desai, managing partner, COSM, former chief learning officer, Deloitte, agrees with Majumdar on this. “The value should be determined by the expectations from the person coming in for the role. If a subject expert is needed, then it calls for in-depth learning. However, if one is hiring for a managerial position then maybe such courses can be given a chance.”

Another thing to factor in is whether or not the hiring process if good enough to ascertain the capabilities of a candidate. If the interviewer can determine whether or not a potential employee has the skills needed for the job, regardless of the number of hours of learning, then it might do justice to the candidate.  “A person doing a fly-by-night course may have equal knowledge of the subject matter and the capability to execute but it depends on whether the hiring process is adequate to ascertain that”, adds Majumdar.

Karan Sandhu, EVP-group chief learning officer, Jindal Steel and Power, shares an interesting insight about the psychology behind the hiring process in India. He says, “The psychology of human hiring is that we always tend to think better of any course that is long and extensive even though the person designing it might have done a less than adequate job. A short term course, designed well, can give as much bang for a buck as an extensive one.”

In India, there is a problem of skill to talent match in hiring. More often than not, people with mismatched skills or those who are over-qualified are hired. Therefore, the main question to ask is what one is hiring for

What does this mean for hiring in the future?

If the above holds true that it falls upon the hiring managers to be in a position to understand the value of the courses. This might hold very true when hiring for skills of the future.

It has been contemplated that the future might require new skills sets we are not aware of yet and will see the dawn of new job roles which we have not even thought about.

Therefore, with the evolving set of skillsets and changing job roles it might not be possible for the people sitting on the other side of the table to be aware themselves about the value of such online courses, whether short or long. The constant need to reskill will ensure that such courses only increase in the coming days to see. Moreover, the skepticism for such courses can be understood especially since nowadays one can get a certificate for just turning up.

If the psychology of human hiring holds true for the future, then probably organisations will need specialists while hiring. Sandhu adds, “Hiring managers, if they are not proficient themselves, might get taken for a ride and realise their folly only later. If there is a well-designed process to test the candidate’s capabilities, then the course, whether short or long, does not matter.”

As for the state of online courses today, it might be said that they do hold value. More importantly, one should look at the job requirements and the expectations from the person.

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