The workforce plans of most organizations are changing rapidly. Skills are now required in fields such as robotics, machine learning and business analytics. A report by the World Economic Forum (WEF) clearly states that by 2020, a third of the most important jobs of today will no longer retain their premier importance. Technology is also changing the landscape immensely with business-critical roles getting reshaped. An example of this is the field of insurance where actuaries used to perform the job of estimating underwriting risks for various customer segments. Now that job is expected of data scientists. While some actuaries could be refitted as data scientists, the vast majority will need to be shaped through fresh talent recruitment. While a lot of companies have been slow to react, some steps have been outlined that the leading ones have taken to ride through this disruption. First of all, the company’s strategy needs to be studied to identify the core roles that will need to be filled in the future and what kind of skills and capabilities will be relevant for that. Next up, around this the existing personnel’s skill sets will need to be evaluated to assess gaps that will need to be rectified. Finally, companies must aggressively seek out fresh talent or develop from existing pool in the gap areas without undue delay.

Source:https://hbr.org/2017/09/how-leading-companies-build-the-workforces-they-need-to-stay-ahead

Uploaded Date:18 November 2017

Traditional asset-based businesses no longer have the advantage of yesteryear compared to lean start-ups such as Uber, WhatsApp and Airbnb who have disrupted their respective industries. Peer-based models are also working well in the financial services sector. However, one thing that older, large corporations still have in abundance is talent, and this is where start-ups often struggle. In spite of so much talent at the behest of large firms, they often struggle at talent management, and getting the best out of these people. The people then often get frustrated by the lack of opportunities coming their way or their ideas not being easily accepted. Top business leaders must instead focus on becoming enablers of various functions as understood by Bajaj Auto’s MD realized after his meeting with a business consultant from Japan. His task and those of other such leaders is to help others with compassion to make the best use of their talents.

Source:https://knowledge.insead.edu/blog/insead-blog/one-question-leaders-should-ask-themselves-7571

Uploaded Date:15 November 2017

The concept of ‘boomerang employees’ has recently caught up where former employees who left earlier, now re-join. The re-joining could be at a more senior position or in a different profile even. While the acceptance of such employees was not widespread earlier, it has spiralled due to a tight labour market, so people prefer trusted old hands. Nonetheless these employees do face troubles assimilating, so they could use some tips to proceed ahead. Firstly, they could start by reintroducing themselves, as times change, and people also do. The developmental opportunities earned at the other places could be highlighted. Due to the change in the person, and those existing older employees, the expectations on both sides need to be revised. Being more formal would be advised as the context has evolved. The boomerang employee must begin with a positive attitude, so it does not appear re-joining was a last resort. The company’s talent management capabilities will be tested by the ease of onboarding that the boomerang employee will face. The latter similarly must grasp the opportunities. The returnee must not behave like someone with all guns blazing, but instead pace one’s entry smoothly, offering gradual transition. For this to proceed, perspectives must be offered neatly without offending any. The perspectives gained from the experiences in between, need to add up the values of the team, rather than bringing them down.

Source:https://hbr.org/2017/08/what-to-do-when-youre-returning-to-a-company-you-used-to-work-for?utm_medium=email&utm_source=newsletter_daily&utm_campaign=dailyalert&referral=00563&spMailingID=17805989&spUserID=OTY0OTMwNTk5NwS2&spJobID=1080426757&spReportId=MTA4MDQyNjc1NwS2

Uploaded Date:15 November 2017

An oft repeated statement in management is “don’t bring me problems, bring me solutions.” This maxim though is proving to be counter-helpful as it fosters a culture of fear, and repression of genuine problems until full-blown crises emerge out in the open. Instead, transparent discussions must be held to devise solutions. In order to do so, managers need to follow the example at Microsoft where the top management encouraged the people to talk about bad news. Also, the statements must read as problems and not as complaints. Problems provide authentic businessintelligence through facts and figures as opposed to complaints that are stated in absolutes so frequently include terms such as “always” or “never”. Another important task of the manager is to identify the right people to devise a solution to the problem generated. Such people need be nurtured on company terms on how to negotiate out of such a sticky spot.

Source:https://hbr.org/2017/09/the-problem-with-saying-dont-bring-me-problems-bring-me-solutions

Uploaded Date:15 November 2017

Generally speaking, talent recruitment done for the highest of echelons in the corporate world, is done on the basis of context. The context here refers to the kind of activities the company is going to get involved, the projects lined up and the innovations the company wants to scale up. However, this curated approach is not adopted at lower levels, where a broad-based talent pool is desired. Functional managers are required who can perform a wide variety of tasks depending on the situation. A study conducted by marketing research and advisory firm CEB, suggests that this divorce in recruitment strategies must be let go of, as the curated style works best for all levels. According to this report compiled by the company now acquired by Gartner, it was understood that leaders who rose up the ranks and were successful were recruited when their skillsets got well-aligned with company perspectives. Twenty-seven contextual challenges have been identified, which need to be ticked off depending the current needs. This approach towards handling talent clearly goes against the conventional wisdom of imparting broad training programmed intended at covering a wide spectrum of skills.

Source:https://hbr.org/2017/09/when-hiring-execs-context-matters-most

Uploaded Date:15 November 2017

Each person grows at work through relationships with co-workers, superiors and external contributors. At every office, there are seven people most important. The first such is the work spouse because with this person one can share all kinds of work stress and celebrate success. Then there is the gatekeeper who is important because he/she keeps tabs on others’ schedules. This work used to be done by secretaries but nowadays mainly by the chief of staff or office managers. The board members will provide the direction to work as this could include a mentor and/or a coach. No work can be fully safe without the due support of the tech gurus in the office. Then there is the historian, which is not a formal post, but this implies a person who through sheer dint of experience can propose solutions to any sort of dead-end. The quiet one may not appear to be most important initially, but such people being usually good listeners, glean insights from various sources and could become the unofficial repository for all crucial business intelligence. Then there is the protégé, a person who shows respect for the senior and will be the channel to pass one one’s philosophy of work.

Source:https://www.fastcompany.com/40446993/these-are-the-7-most-important-people-in-your-office?partner=rss&utm_source=rss&utm_medium=feed&utm_campaign=rss+fastcompany&utm_content=rss

Uploaded Date:27 October 2017

While there is no specific formula to success, there exist certain personality traits common amongst most successful people. They are usually competitive enough so possess a strong work ethic. They constantly strive for improvements. In spite of being on the top of their game, they do not mind occasionally to let go, as this relieves them of past burdens. They demonstrate a fanatical attention to detail. They are very good at networking so nurture this group, plus also maintain an inventory of personal or group achievements. Such leaders remain grateful for what they have received and celebrate their own success by rewarding as well. Their talent management skills are strong and so do not shy away from crisis situations, instead motivate their team members help navigate the same. These leaders stake up responsibilities, and possess a constant zeal to give back to society and people around them. Even after failures, they have the capacity to bounce back, so they treat these as necessary exercises borne out of risk. For them, the customer is always at the centre of decision making. Thus, even when they receive the praise of others, they do not rest on their laurels, but think of ways to further improve delivery of service.

Source:http://innovationexcellence.com/blog/2017/07/23/success-in-15-personality-traits/

Uploaded Date:27 October 2017