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Category Archives: Being HR

#HR #Word:#Deep #Work

“The type of work that optimizes your performance is deep work.”

The idea of ‘deep work’ is nothing new. The term was recently coined by Cal Newport, a professor, scientist, and author of “Deep Work: Rules for Focused Success in a Distracted World.” Below are few extracts.

How to create meaningful work

Deep work does not have to be tedious. In fact, it can be enjoyable, creative, meditative, and thought-provoking. Here are some tactics to integrate the principles of deep work into your schedule:

  1. Work deeplyIt takes great patience and practice to get to the point where you can integrate long stretches of deep work into your schedule. Newport created an equation to explain the intensity required of deep work and compared it to students who pulled all-nighters in college.

Work accomplished = (time spent) x (intensity)

Work at a high level with dynamic and intense intervals that increase over time to produce a desirable outcome. Get in the zone for at least 90 minutes and build up to periods that last anywhere from two to four hours, or more.

  1. Protect your time. Maintain a set of rituals and routines to ease deep work into your day more easily. Try implementing scheduling tactics into your workflow like:

Tallies – Keep a tally of the hours you spend working, or when you reach important milestones like pages read or words written.

Deep scheduling – Try scheduling deep work hours well in advance on a calendar, like two or four weeks ahead of time.

Scheduling and tracking time has a huge benefit of giving time back. Many academics, authors, and scientists have been able to produce ample amount of work while working normal hours and having time for personal pursuits or family on evenings and weekends.

  1. Train your brain to do nothing. Try for a moment, to sit still and do nothing. How long do you find it takes until the social stimuli and buzzing signals of your mobile device prove too much? If you can embrace sitting quietly meditating or thinking, or even staring into space, then you can train your brain to spend more time in deeper work.
  1. Quit swimming upstreamDecide for yourself what restrictions you can place on email and social media by removing it from your work week altogether, or by logging out and staying off for an entire day. Evaluate your personal and professional life and experiment where social fits and where it doesn’t. Your result may be a month-long digital detox, or completely cutting the cord on social.
  1. Cut the shallow workEndless meeting requests and instant email responses are turning knowledge workers into ‘human routers’ that create the shallow work that defines many of workplaces. We’ve been groomed to reply and respond because it feels like we’re accomplishing something, when in reality, we’re not.

“Spend enough time in a state of frenetic shallowness,” Newport warns, “and you permanently reduce your capacity to perform deep work.”

Courtesy :Excerpts from below link 👇

https://blog.evernote.com/blog/2017/02/23/deep-work-matters-distracted-world/

 
 

10 #Things to #Add to #Resume and 10 things to #Remove

An interesting Article published on Forbes News letter. The suggestions are practical and can be easily incorporated in one’s Resumes. 


But, it all depends how a Recruiter Or Hiring Managers perceives such Resumes, Many of them are still not updated and just pushing their old school of thoughts.
Below is the Link to the article. Happy Reading.
https://www.forbes.com/sites/lizryan/2017/09/11/ten-things-to-add-to-your-resume-and-ten-to-remove-immediately/#50d4b356677e

 
 

#HR #Word :#Sourcing #Plan (20/20/60)

The Essence of a 20/20/60 Sourcing Plan 

( As mentioned in article by Lou Adler)

  1. 20% of your efforts need to be posting compelling, career-oriented recruitment advertising so that the best active candidates will find it easily when searching on Google or a job board aggregator. Not only does the posting need to be easily found, but it also needs to highlight the “ideal” candidate’s intrinsic motivator. This is what motivates the person to excel and what they’re not getting in their current job. Here’s an example of how we captured this for a posting we prepared for a client earlier this year for a business unit controller.
  2. 20% of your sourcing needs to be focused on preparing short, personalized career stories that are emailed to prospective prospects. These prospects are identified using “Clever Boolean” techniques plus the advanced search filters built into LinkedIn Recruiter. Using LinkedIn’s InMail or a tool like eGrabber for extracting email addresses, it’s simple to send emails in reasonable volumes within a hour after taking a search. This needs to be followed-up with timely and persistent phone messages from the recruiter. What’s left as a voice mail is as important as the email message.
  3. 60% of a company’s sourcing efforts needs to networking-based with the objective of spending more time getting pre-qualified warm referrals, rather than making endless cold calls. Most of the initial names will be generated by using LinkedIn Recruiter to search on your co-workers’ connections, and before calling, getting the co-worker to vouch for the person. This is much more proactive than waiting for a co-worker to recommend someone. But this is just the first step. Once on the phone, there’s a heck of lot of recruiting that needs to be done. Much of this involves getting the person to consider the career opportunities involved in the open position, rather than attempting to browbeat the person into hearing about your “great” job, which is no different than every other “great” job the person has heard about.

For detailed study on this sourcing Strategy , please refer the below article by Lou Adler.

/https://www.ere.net/the-202060-sourcing-plan/

 

#HR #Word:#Holland #Vocational #Preferences

According to Holland Vocational Preferences, people make career decisions by projecting self and worldly views of work over occupational titles. 

John Holland developed the ‘theory of vocational choice’ which is widely accepted all over the world for career development. This theory postulates that the higher the degree of similarity between individual’s personality characteristics and occupational characteristics, higher is the probability of achievement of positive career outcomes like job satisfaction, promotion and achievement.

There are basic assumptions that form the basis of this theory.

1. Most people can be classified into 6 personality types: Realistic, Investigative, Artistic, Social, Enterprising or Conventional, which are summarised as RIASEC types.

2. People prefer to work in such environments which allow them to express their attitude, abilities and skills freely.

3. Individual behaviour is an outcome of his personality interacting with the environment and the characteristics of the surroundings. These outcomes can be personal competence, social behaviour, and educational behaviour and job changes.

4. Holland’s hexagonal model is to determine the congruence between a person and his occupation. A shorter distance between personality and occupation types signifies a close relationship.👇

 

5. This model also defines degree of consistency which a person or an environment possesses. The adjacent personality types on the hexagon are generally more compatible and have similar dispositions or job responsibilities. Opposite vertices on the hexagon indicate complementary or inconsistent personalities, and job functions which bear no correlation.

6. Some people or environments might be dominated heavily by one characteristic and hence are more clearly defined than others. On the other hand, if a persona bears similarity to several types, it is poorly defined or considered undifferentiated.

As per Holland, the RIASEC ( Refer the above image 👆) job environments are characterised as:

1. Realistic: Practical, rely on tools and hands-on training

2. Investigative: Explorative, analytical and with a scientific bent of mind

3. Artistic: Creative, imaginative and independent

4. Social: Amiable, cheerful, cooperative and supportive

5. Enterprising: favour competitive strides, are persuasive and possess leadership skills

6. Conventional: They are organised, systematic and like details.

 
 

9 Ways To Make The Wrong Impression On Your First Day

Source: 9 Ways To Make The Wrong Impression On Your First Day

9 Ways To Make The Wrong Impression On Your First Day

 

 

  Recruiters spend six seconds per resume before deciding whether an applicant is a good fit.


  • How fast? When it comes to hiring:

    • Recruiters spend six seconds per resume before deciding whether an applicant is a good fit.

    Interviewers “know” within

     10 seconds whether a      candidate is right for the job.

As a job seeker, if you make it past these 16 grueling seconds of judgment and get hired, you’re still not home free.

No, now it’s time for the next round of judging: your first day of work.

Put your best foot forward by avoiding these nine off-putting behaviors:

1. Showing Up Tired

Fact: fatigue kills your performance and productivity. Don’t give your employer second thoughts on your first day. Get plenty of rest and show up ready to bust your butt.

2. Dressing Inappropriately

People judge books by their covers, wines by their labels, and you by your first-day attire. You should know what the company dress code is by now, so pick a clean, wrinkle-free outfit that reflects it. While you’re at it, make sure you’re hygienically sound.

3. Oversharing

Being an open book is fine, but tone it down at first. Your new co-workers probably aren’t ready to hear why you were let go from your previous job or that you conceived your 16-year-old son on a first date in high school.

4. Complaining

Your parking spot is a mile away, the training for new hires is putting you to sleep, and you’re not that fond of your cubemate. Annoying? Perhaps. Worth mentioning? No. Workplace negativity is toxic and will send your new co-workers running.

5. Flirting

Are you there to work or find a date for Friday night? Even if your company is all right with office relationships, jumping into one right away brings your professional brand into question.

Would you rather be labeled “the new guy who’s amazing at sales” or “the new guy who’s dating Jane”? Establish yourself first, then decide whether dating Jane is worth it.

6. Saying ‘No’ To Lunch Invites

As the new face around the office, you’ll be invited by co-workers to lunch, coffee, happy hour, and other events outside of the office. Don’t turn them down. This is how you become part of the company’s family, an important step for both personal and professional growth.

7. Trying To Make Your New Job Like Your Old Job

Organizations have deeply rooted ways of doing things. If you come in and insist others do it your way, it’s not going to go well. I have a good friend who experienced this recently. He works for a company with a fast-paced, startup mentality. A new guy just joined from the slow-moving corporate world (The Land of Red Tape, as I like to call it) and continues to add in the extra steps and checks he’s used to.

It’s fine to make suggestions, but first ask yourself why you’re making them. Do you really see room for improvement or are you just being stubborn in your ways? If it’s the former, go for it; if not, then let go and move on.

8. Forgetting To Say ‘Thank You’

It takes time to train new hires. Even those with years of experience need to learn the nuances of the company and its culture. So thank co-workers who take the time out of their busy day to help you, even if all they did was point you to the nearest restroom.

9. Concealing Your Excitement

Excitement, like negativity, is contagious. The difference is that excitement is a great feeling to catch. It’s easy for long-time employees to lose sight of why their job is so great. Having a new, excited face around the office is an excellent reminder. If you’re that face, people will be drawn to you.

None of this is to say you should lie to your co-workers or not be yourself in front of them. Just be a more tactful, selective version of yourself for a while.

P.S. Sound like too many things to concern yourself with? We agree. That’s why, in addition to recommending the behavior above, we encourage you to be aware of your own judgements and give the next new employee a break.

 
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Posted by on April 22, 2017 in Being HR, Uncategorized

 

#Womens #Day #Celebration Guide

International Women’s Day (IWD) is on 8th March and We all are Planning to Celebrate it at our Community, Offices and Public Places


How this Guide Help.

Purpose 

This celebration guide provides options for activities 

with a goal to assist communities and organizations 

in creating an opportunity to reflect on, and celebrate 

women’s contributions and successes as we stand in 

solidarity and join in one voice for all women. 

The activities and resources herein are suggestions. 

There are many ways to celebrate IWD and it is at 

the discretion of each community to determine what 

is most appropriate. So get creative! have fun! and 

help celebrate and recognizing women during IWD!

Download the Copy of the Guide from the Below Link.

https://goo.gl/65djri
Thanks

Manish Pipalwa.

 
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Posted by on February 18, 2017 in Being HR

 

Relevance Of #Bell #Curve In Today’s #Business

The concept of bell curve was introduced in 1970s by Jack Welch, General Electric’s former executive to know the relative performance of employees working in his organization and it identified the four measuring standards to rate its employees like high level of energy, synching the employees goals towards the organisational goals, ability to take the decision, and the determination to take up and deliver the responsibilities within a stipulated time. It uses the law of averages or standard deviation


The centre of the curve depicts the majority of employees of the organization that fall under the category of average performers. The tail of the curve represents the underperformers and the top performers. 

Thus a bell curve divides its employees majorly into three categories dreadful competitors, stars or the hyper performers of the organisation and the rump the major lot of the organisation which lies in the middle.

According to the theory the high performers which consists of the top 20% of the employees contributes 80% of the profits in a business and others just contribute the rest 20% in the revenue generation. 

This segregation is done by comparing the performance of employees doing similar type of jobs

The percentage distribution of these employees depends from company to company. 

For example, in an organization which uses bell curve, there might be a constraint to have 80% average performers and 10% best and worst performers. The employees are compared with other employees rather than analysing their own key result areas. The organizations then nurture the best employees and rehabilitate or let go the worst category of employees.

Image: pixabay

#The best performers of the organization contribute significantly to its objectives. 

#The average performing employees are very high in an organization and their presence ensures uninterrupted work flow. Their weakness is taken care with the help of training interventions to enrich their skills and improve their efficiency. 

#The bottom performers are the ones whose performance is unsatisfactory and who require significant improvement in performance with respect to their peers. These bottom performers are at times given an opportunity to improve or are let go the other times.

 It is estimated that by 2020, about 50% of the employees working in the organizations would be millennial. Organizations using bell curve are of the view that pay for performance encourages the employees to work harder and strive for excellence. Pressure up to a certain limit can lead to improvement in performance but constant pressure on employees adds to demoralizing them.

Bell curve would be relevant in organizations where the employees doing more than required are given a good rating, employees meeting their requirements are given an average rating and the employees not meeting their requirements are given a poor rating. This does not happen in businesses which have over achieved their business targets. The organizations over achieving their business targets find it difficult to rate the employees who have achieved their targets because there are employees who have over achieved their targets and because of them the average performing employees are forced downwards in the curve.

Way Ahead

Performance management in VUCA (Volatility, Uncertainty, Complexity, and Ambiguity) has shifted its focus to development and performance enhancement of the employees

Many technology organizations have done away with this type of performance assessment lately. Some of the big names include KPMG, Google, Microsoft, Accenture and Infosys. Some of the organizations like HCL Technologies are doing away with bell curve in phases. 

Some other organizations like Tata Consultancy Services, Yahoo, Tech Mahindra and Wipro are still using bell curve for performance appraisal. Some of the industry experts believe that many organizations would gradually move away from bell curve as they might be analysing the first movers after about two appraisal cycles. There has been a report by Hay Group that says that 80% of its technology clients are looking at feasibility of ending the bell curve in their organizations. They have moved towards more feedback based performance appraisal process

The organizations have redesigned their processes with a better emphasis on goal setting and continuous and timely feedback by the managers to their employees. There has been a focus on innovation and collaboration by the employees working in organizations in today’s times. The use of bell curve and increased unhealthy competition among the employees would disrupt this very purpose and in turn lead to them working in silos

Also, the younger people who form a significant part of the current workforce require a quick feedback rather than waiting for a formal year end process of appraisal. 

The bell curve has caused more problems than easing out the process when it comes to measuring performance of the employees. The companies will continue to reward their top performers when it comes to differentiating performance but now it won’t be constrained by a number. The managers will have to become more accountable for the appraisal process. Time has come when there needs to be more than the existing three categories in terms of performance- top, average and bottom performers.

 

This Original article has been authored by Suvayan Roy from IMI New Delhi and it is been edited by me for the blog

Thanks

Manish Pipalwa.

 

 
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Posted by on February 14, 2017 in Being HR

 
 
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