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t is said, ?one should celebrate everything he or she wants to see more of?, but have you ever seen an HR professional at work? They are just as enthusiastic about any employee?s success as they are for themselves and that makes them the real leaders of tomorrow. But do leaders have a JD? Today, on International Human Resource day, we are celebrating the wins of our vertical head, Mrs. Shruti Nayak. She is one of the most experienced and talented members of our family here at NamanHR.
A not-so-famous line but one of my favourites which I use as an everyday contextual phrase: ?There?s many a slip between the cup and the lip.? This phrase besides sounding very amusing comprises a world of wisdom in itself. In generic terms, it may signify the degree of effort it takes for one to get a cup to the lip to enable drinking and therefore enjoy their coffee. In a deeper context, it applies to the bitter realities of how much companies talk of creativity and innovation and how little do we see it in practice.
Think back to a time when workdays began at daybreak, with employees gearing up to face the day ahead. They would dress professionally, commute to work, and prepare for a day of productivity. Working hours would unfold in a sequence of tasks, punctuated by breaks for lunch, coffee, and a chat with a favorite colleague. The team would move in unison, seamlessly navigating the shared spaces of the workplace. This model of completing tasks in a sequential order & having real-time communication is commonly known as synchronous work. However, as times change, so do work habits, leading to a shift towards asynchronous work.
Sitting at the airport, I eavesdropped on a conversation with some IT professionals. It reminded me of the fears AI is causing and about all the stories from Copernicus to Wright Bros to Netflix to Intel. Each time the world was struck by these instances of radical change, they ignited an uproar and prompted questions about their potential impact ? What could it do to me? And the uproar was often fueled more by insecurity and fear rather than by Prudence and Agility.
Sania was thrilled when she received an offer to work for a prestigious global IT organization after starting her career at a local, less eminent IT company. While this local IT company was not one of the best paymasters, they offered a stable, & caring organization for their employees. But in just 6 months, in this new organization, she experienced an old-boy club and alpha-male culture in direct contrast to the organization?s global cultural guidelines. She found that to succeed, one had to be part of the local inner circle and observed that loyalty to the entrenched group, rather than merit, determined important project assignments. Despite raising the issue with the local HR business partner, who didn?t acknowledge the prevailing culture, Sania left the organization by the eleventh month, disillusioned, & found an opportunity in another IT MNC.
Aneesh and Amal had it all ? wonderful personal lives and promising careers. But as time passed by, it became clear their professional paths took different turns. Aneesh poured his heart into his work, while Amal struggled to find fulfillment. Going through an Assessment, revealed that Aneesh had a sense of purpose in what he was doing, while Amal was going through the motions called ?JOB?. The Organization and he worked together to reignite Amal?s passion and devise strategies to spark joy in his work life. With newfound clarity, Amal?s approach to work-life changed resulting in greater satisfaction and engagement in his work. With this, Amal and Aneesh continued to achieve in their respective workplace and personal space.
The 2023 mass layoff wave has swept not only startups and mid-sized firms, but also big tech companies which has triggered a major setback to the world?s economy. Amid these layoffs, talent abundance is one such hopeful angle for recruiters looking to hire potential talent for their organisations. But, how to determine whether they are the right fit or not? In this changing talent landscape, organisations have started using technologically advanced talent assessment tools in their hiring as well as employee development programs.
Imagine an employee, highly motivated, driven, and passionate about work, who consistently delivers high-quality results for the team. Despite all this hard work, however, something still seems off. Every time they achieve success, their boss swoops in and takes all the credit. When things go wrong, he finds himself singled out and blamed, his ideas belittled, achievements dismissed, and requests for support ignored.
Is adaptability just a coveted trait or is there any science waiting to be explored? A white paper by Liam Burnell in 2019 spoke of adaptability as a science, which is indeed something I have always wondered about. Beyond just being a Leadership trait, the whole world talks of, aspires to be and envies, is there more to Adaptability? Can there be a scientific approach to understanding it? Can I use empathy to resonate with and mimic the mindsets of highly adaptable beings that I come across?
?Yay! It is that time of the year again?, no employee ever said. The annual performance ritual is not new for both employers and employees. During the review, the former gets uncomfortable in discussing a few areas, while the latter gets anxious about a few areas. It is not one of those processes where you will find an environment of enthusiasm at the workplace.
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