Herb Kelleher, the Cofounder of Southwest Airlines passed away recently. He was an exemplary business leader, who guided his company to decades of success. Southwest Airlines miraculously did not go through a single year of loss, in an industry rife with cases of bankruptcy. One area he excelled in was talent management. He would constantly motivate his team by referring to their business as being for freedom. The company developed a high- energy culture during his tenure. His business innovations were also spot on. Long before the terms such as disruption or business transformation came in to vogue, he executed such transitions. The innovations were to do with the make of the plan, and methods to train the pilots likewise.

Source:https://hbr.org/2019/01/the-legacy-of-herb-kelleher-cofounder-of-southwest-airlines?utm_source=twitter&utm_medium=social&utm_campaign=hbr

Uploaded Date:22 January 2019

A study was recently conducted by the Center for Talent Innovation (CTI), to understand the reasons for the relatively poor retention rates of women among STEM companies. According to the business intelligence provided by the CTI, a little over half the women working in the STEM fields tend to quit their jobs. One of the areas that really differentiates the women who stay on and flourish is their ability to demonstrate confidence in themselves. Another is their ability to evoke credit for their ideas. This seems commonplace, but sadly, several women in STEM do not get their dues. To thrive, women really need to work on honing peer networks. They also need to demonstrate an ability in talent management and retention, as this will lead to proteges who will remain loyal and further boost up their positions. This also helps the women in STEM to further hone their brand within the firm. Whatever one does, an authentic presentation of image remains essential.

Source|:https://3blmedia.com/News/Success-Strategies-Women-STEM-Booz-Allen-Featured-CTI-Study-Harvard-Business-Review

Uploaded Date:15 January 2019

Even after proactive tries, some people invariably end up being disorganized. Such people can induce stress among others, especially those genuinely well organized. One has to address this issue. To do so, one needs to start off by understanding the magnitude of the problem. One needs to deal with such situations using a lot of empathy. Open communication needs to be had with the employee concerned. The best practices that the leader himself / herself applies need be shared with the person. This can help bring in some valuable solutions to the case. Career advice must then be offered. If needed, for this formal management training exercises be arranged. Or simply, a talk can suffice. Patience has to be shown in this entire exercise. Each of the assignments the disorganized subject is handed over, has to be broken into smaller chunks. This is because the person concerned will not be able to turn completely at one go and nor should that be expected.

Source:https://hbr.org/2018/12/how-to-manage-someone-who-is-totally-disorganized

Uploaded Date:07 January 2019

A lot of organizational transformation exercises backfire. The right Emotional Intelligence (EI) is a prerequisite to ensuring that this goes smoother. To correct this, a few EI imperatives have been identified. First of all, the source of this new resistance has to be identified. The basis of the emotional response of the team has to be understood, and then the resistance questioned. A really good talent management practice would be to own up to one’s own responsibilities, and act on them first. The leader’s own positive outlook must shine throughout this experience. This gives the followers the confidence that the end result after this tricky transition will be desirable.

Source:https://www.hbr.org/2018/12/how-to-embrace-change-using-emotional-intelligence

Uploaded Date:07 January 2019

The unemployment rate in the USA recently hit its lowest ebb in the last half- century. While this has brought about a general feeling of positivity, for companies, talent management and retention, is now a far bigger challenge, due to the greater number of options on hand to employees. To improve this part, the right amount of onboarding effort is now needed. This onboarding may be of two types- technical and social. Technical onboarding starts with defining what looks good. This will help avoid the phenomena of employees occurring their previous companies’ practices frequently. New hires must be given clear goals, but some of these goals must be relatively easier to achieve. This will lead to early wins, ensuring a psychological boost from the outset. Social onboarding meanwhile refers to the process of curating a sense of community within. A set of people among superiors, peers, subordinates or even customers need to be identified to whose successes they can contribute more.

Source:https://hbr.org/2018/12/to-retain-new-hires-spend-more-time-onboarding-them

Uploaded Date:29 December 2018

Rebels are those leaders who reject ideas that could have constrained them. They are a natural threat to the command- and- control nature of several traditional business leaders. As a result, those looking at talent recruitment for the executive positions, look no further than such rebels. In order to identify them, one can start with five- character traits they invariably possess. These traits are- authenticity, curiosity, diversity, perspective and novelty. In order to tap in to their energies, open conversations and constructive dissent needs to be encouraged in the workplace. One has to start from the very beginning, by going back to the basics, as this will allow these rebels to take control of the situation. Workplace design is increasingly proving to be a crucial art. They need be designed in such a manner that will expand the scope of collaboration. The Apple Part is one such example to cite.

Source:https://www.inc.com/peter-cohan/this-harvard-professor-says-hiring-rebels-will-grow-your-company-and-make-your-life-better.html

Uploaded Date:28 December 2018

A study was conducted by the MIT Sloan Business School to assess the workplace trends and professional preferences of the so-called Generation Y. This generation is likely to dominate the workplace trends over the next forty years. It was found out during the study, that the Generation Y-ers attach a great bit of significance on external loci such as image or money. They also consider bonus payments and incentives as the best way to go about talent management and retention. The study was quite detailed conducted across educational institutes in Germany. A separate sub-survey was also performed for MBA grads, another for other master’s, and yet another for those with a graduation degree alone. Some have industry experience within the country, some outside, and others being freshers.

Source:https://sloanreview.mit.edu/article/what-high-potential-young-managers-want/

Uploaded Date:03 December 2018