The “war for talent” is a key driver of success as well as a strategic business challenge. And this war has only intensified in the last decade. Let’s look at what differentiates freshers and experienced professionals in the context of hiring and its effects on the organisation.
I believe, just like you are responsible for the success of your organisation, similarly, the onus of making your vacation worthwhile is also on you. Here are 5 ways to truly unwind on holidays, while ensuring that your work or your teams are not affected by your absence.
Key Result Areas (KRAs) and Key Performance Indicators (KPIs) are a vital part of any employee’s or a professional individual’s work life. From the entry level employee to the senior management, KRAs and KPIs serve as an instrument to gauge at the success of an organisation.
Becoming a manager for the first time is challenging and a big step along the corporate ladder. The role is challenging, because their success is completely tied to the performance of other people. While this is a tricky path to walk, it is the beginning of upward movement in an organisation.
While it is necessary to focus on overall development of all employees, there are a few employees who not only perform consistently; they also demonstrate potential of moving up the ladder through their thoughts, ideas and actions. Identifying and nurturing them are the key to organisational success.
Even after so many years, the principles that governed the life of the father of our nation stand strong and lead the way; be it in our personal lives or professional. So how can we implement the wisdom of the 3 Wise Monkeys, that Gandhiji always believed in, at our workplace?
One of the key highlights of Gandhiji was his persistence and diligence. When we approach our work with similar focus, determination and attention, we begin to enjoy the process. Everyone has an innate desire to live a purposeful life. Work helps us…
While there are multiple pitfalls of un-resolved conflict issues, performance gap is one of the primary and almost predictable one. Despite knowing this, many people managers and leaders avoid confrontation, conversations and action at the right time – thus creating non-performance as an outcome.
Hyperactive people are also sometimes referred to as ‘perfectionists’ who will settle for nothing but the best. However, the downside – this may lead to some chaos in office and at times result in conflicts.
Traditionally organisations have seen conflict as harmful because they cause unnecessary delays and hence something that must be avoided. However, the new school thinking is that ‘group think’ and lack of diversity almost guarantee a sub-optimal solution. I would say this sort of promotes conflicts. And I think I agree with it. Do you?