Performance can broadly be divided into two types- tactical and adaptive. Tactical performance is when the working of the entire organization is geared towards executing the corporate strategy. Adaptive performance on the other hand is a slight deviation where methods are improvised to further enhance productivity given the particular circumstance. Doing too much of the former will lead to rigid structures, while indiscipline will creep in if the latter becomes the norm. So ideally a good balance will ensure consistency along with the required doze of innovation. In order to find the right balance, three steps need be followed. Firstly, clear identification must be done of situations where either of the two approaches are better suited. The measurement metrics focused on long-term perspective must be put in place to ensure data-powered business analysis becomes the norm. So that employees do not fall in a rut, learning goals and outcomes must be outlined right at the outset.

Source:https://hbr.org/2017/10/there-are-two-types-of-performance-but-most-organizations-only-focus-on-one

Uploaded Date:27 October 2017

When start-ups grow, a dilemma that inevitably occurs is with internal people who do not grow likewise. These same people made immense contributions to the growth in the first place, but themselves missed out on the transformation and thus holding back the organization beyond a point. And this is where the organization needs to take a string stance by letting go of people who are not a “cultural fit”. According to a study report submitted by the Jobvite, three-fifths of employers have confirmed that culture fit is the single biggest reason during talent recruitment. Three strategies have been established over time which can help employees develop accordingly and thus create a positive environment within. First of all, personality tests must be implemented so as to identify and further develop people with diverse abilities. Corporate training programmes must be geared up towards overall company goals. This will also help lessen the transition phase during employee exists. Company leaders need to get this straight that experience does not always equal progress or the right fit. So those people need to be promoted who have a constant zeal to learn new things and do not fall into a rut.

Source:https://hbr.org/2017/09/as-your-company-evolves-what-happens-to-employees-who-dont

Uploaded Date: 27 October 2017

In a recent study, management consulting giant Deloitte proves that a staggering eighty-seven percent of the workforce in the USA is unable to contribute to the full extent of their capability due to lacking passion for the work. Team leaders at various organizations must strive to rectify this trend by following a few recommended steps. Firstly, they could start by adopting a servant leader role. Much has been said of this leadership approach, but to best describe it is a hands-on style where the leader does not shy away from administering directly. In order to discover and then unlock employees’ inherent potential, some relevant questions may be posed to them but only at natural touchpoints. They would be just before newer experiences, after key achievements, during annual performance reviews or at times of discussion regarding career growth. Work must be prioritized per employee where their passions and relevant contributions intersect. This works best in smaller teams. A key tenet of talent management is that leaders must understand when it’s time to let employees move on. Holding on to talent won’t work especially with the really talented ones as they’ll have fact, pacey careers.

Source:https://hbr.org/2017/09/how-to-help-someone-discover-work-that-excites-them

Uploaded Date:27 October 2017

While it is often lamented that ride-sharing apps killed the taxi business, looking at it from the other way tells us it happened because taxi companies were charging too much for inadequate service. Being disrupted is part of the game and a constant, so one needs to prepare by disrupting oneself. If not, then other will do so. The first thing to do is talent recruitment of iconoclasts. These are the kind of agitators and instigators who go against the existing norms at the organization. While they may be unwelcome at most places, they play a key role in organizational shift by posing futuristic questions. Disrupting oneself also involves changing behaviours. Self-disrupting companies embrace public scrutiny to emerge better than ever. Clarity on the corporate strategy is necessary throughout the organization. For this to be successful, the top management needs to instil a sense of urgency among the employees.

Source :https://www.strategy-business.com/blog/A-Manual-for-Self-Disruption?gko=a6146

Uploaded Date : 21 October 2017

Historically, it was understood that the increased ability of any economy to increase productivity per worker would lead to increased wages per person. However, this trend has now been bucked as for the last odd decade productivity has barely risen in the developed economies. Thus, they are in a rut on how to increase prosperity for the people. The sure-shot way to increase management training for employees and invest in them through three major ways. These investments could be in terms of Wages, Time and Energy. Customer advocacy and employee engagement can increase can lead to improvements in human capital without compromising on shareholder value. Time needs to be measured like money, and each hour wasted must be accounted for as an opportunity cost. Kaizen events and Agile sprints are examples of such innovative forces being tapped into. The Apple Blue Sky, LinkedIn’s Incubator and Microsoft’s Garage are examples of IT companies giving employees time off to explore business innovations. Finally, companies must invest in creating jobs that unleash inspirational energy.

Source:https://hbr.org/2017/09/the-case-for-investing-more-in-people

Uploaded Date : 06 October 2017

Inherently, in any organization, there are always a few narcissists. These narcissists may be of two types as defined by psychologists. The first of them are those whose parents lavished material and emotional benefits on them, so they grew up attaining an abnormally high self-esteem for themselves. The others are those who grew up the other way, and lacked an emotional support so started dreaming up grandiose ideas which never happened. Mentoring a narcissist is a critical component of the talent management capabilities for professionals tasked with this unenviable task. Firstly, the mentor himself/herself needs to build on one’s own empathy as chances are that a poor first impression on the mentee may have wrecked the relation right at the beginning. The superior must be very patient and a good listener to discern what real issues the narcissist may be facing. The tactic of mirroring often works where instead of opposing the grandiose beliefs about one’s own self, the mentor actually agrees on them for a change. Debates on the Socratic tradition may also help. Crucially, one needs to be authentic and so lead with the real feelings. As mentoring a narcissist is always such a psychological challenge, the mentor must take care not to lose oneself in the process.

Source:https://hbr.org/2017/09/how-to-mentor-a-narcissist

Uploaded Date :06 October 2017

By 2014, several tech firms such as Yelp, Google, Facebook and LinkedIn realized that their diversity goals had not been met within the internal talent pool. To this end, Yelp in particular tried to improvise on their talent recruitment process to ensure a more democratic methods and intake of women, Latinos and other non-whites. This was done because Yelp and the others did not want to deny themselves to chance to recruit from two-fifths of the total labour pool that is made up of women and minorities. However, on further evaluation in 2017, it has been revealed that in spite of such stringent efforts at removing hiring bias, the improvement has not been much. Two important steps now need to be taken. Firstly, companies need to be transparent about the efforts they took, their shortcomings and latest signs of improvement. Airbnb accepted that when the team started out, a lot of things were not known to them leading to some issues being badly managed. Then a conscious step was taken to rectify this and so now many of those situations are better diffused. Secondly, even the genuinely well-intentioned often fail as they are ad-hoc and not following any scientifically established procedure. Companies will instead need to use data for business analysis to solve such problems.

Source:https://hbr.org/2017/09/lessons-from-yelps-empirical-approach-to-diversity?utm_campaign=hbr&utm_source=twitter&utm_medium=social

Uploaded Date:06 October 2017