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Category Archives: HR Word of The Day

Simplifying HR Jargons

#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:#Self #Handicapping

Self-handicapping is a cognitive strategy by which people avoid effort in the hopes of keeping potential failure from hurting self-esteem.


It was first theorized by Edward E. Jones and Steven Berg last, according to whom self-handicaps are obstacles created, or claimed, by the individual in anticipation of failing performance.

Self-handicapping can be seen as a method of preserving self-esteem but it can also be used for self-enhancement and to manage the impressions of others. 

This conservation or augmentation of self-esteem is due to changes in causal attributions or the attributions for success and failure that self-handicapping affords. 

There are two methods that people use to self-handicap: 

1. Behavioral and

 2. Claimed self-handicaps. 

People withdraw effort or create obstacles to successes so they can maintain public and private self-images of competence.

Self-handicapping is a widespread behavior amongst humans that has been observed in a variety of cultures and geographic areas.

 For instance, students frequently participate in self-handicapping behavior to avoid feeling bad about themselves if they do not perform well in class.

 Self-handicapping behavior has also been observed in the business world. The effects of self-handicapping can be both large and small and found in virtually any environment wherein people are expected to perform.

If people believe that they are going to fail, they create obstacles and excuses to justify their failures. There are many real world applications for this concept. 

For example, if people predict they are going to perform poorly on tasks, they create obstacles, such as taking drugs and consuming alcohol, so that they feel that they have diverted the blame from themselves if they actually do fail. In addition, another way that people self-handicap is by creating already-made excuses just in case they fail.

Source: HR Groups

 
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Posted by on September 12, 2017 in HR Word of The Day

 

#HR #Word:#Culture #Fit

Cultural fit is best understood when you consider it within the context of your organization’s culture and how your organization’s culture was formed. A potential employee may express and exhibit the characteristics, language, and values that exist within the current organizational culture – or not.

You want to hire only candidates whose belief and behavior systems appear congruent with your organizational culture.

Few Questions you can ask to assess a candidate on Cultural Fit.

  • Why do you want to work here?
  • What’s your ideal work environment?
  • Tell me about a time you made a mistake. How did you address it and what did you learn?
  • What inspires you?
  • What are your hobbies?
  • What type of culture do you thrive in?
  • Describe yourself in three words.
  • What values are you drawn to and what’s your ideal workplace?
  • What’s your favourite aspect of your current position?
  • How would you describe our culture based on what you’ve seen?
  • Talk about a time you worked as part of a team.
  • What do you like best about our company?
  • How do you define success?
  • What best practices would you bring with you from another organization?
  • Tell me something about you that isn’t on your CV



Inputs from Undercover recruiter.

 
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Posted by on September 9, 2017 in HR Word of The Day

 

#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:#MPS (#Motivating #Personal #Score)

 MPS ( Motivating Personal Score) is a metric evaluators use to evaluate the capacity of a job to motivate

The model underlying the metric – Hackman and Oldham’s Job Characteristics Model, which principally positioned  that it is the job itself that determines motivation — was developed to reflect the psychological state of the worker, characteristics of the job as well as characteristics on the part of workers that determine responses to jobs

It is frequently used by managers to redesign jobs to increase motivation.

It considers motivation in terms of five aspects, viz. 1.Autonomy,

2. Feedback, 

3. Identity, 

4. Significance, 

5. Variety. 

These five 👆factors are supposed to have bearing upon three psychological states – experienced meaningfulness, experienced responsibility for outcomes and knowledge of actual results

Meaningfulness is supposed to arise from three components: an appropriate level of variety in application of skills, ability to identify oneself with the task, and the significance of the task itself in terms of its wider impact. 

Responsibility is identified primarily in terms of independence and discretion in scheduling and determining procedure.

Knowledge of outcomes results from feedback, possibly from any quarter of stakeholders, and both quantitative and qualitative.

A highly motivating job, that is one with a high MPS, is one that maximizes the impact in terms of the three psychological states

The MPS is the multiplication of the meaningfulness, autonomy and feedback components

Should a job’s MPS be low, job rotation and job enrichment are avenues the HR management must take up

Employees in leadership roles are likelier to have higher MPS than those in line functions.

 
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Posted by on August 20, 2017 in HR Word of The Day

 

#HR #Word:#Six #Domain #Leadership

These six domains—personal leadership, relationship leadership, contextual leadership, inspirational leadership, supportive leadership, and ethical leadershiptogether create a comprehensive and dynamic model of leadership activities,

This view of leadership behaviors as encompassed by the six domains includes not only intellectual aspects of leadership but also emotional and reflective aspects that encompass individual leaders, their relationships with others, and their ties to a larger community

Thisallows the model to speak to leaders and students of leadership at multiple levels. 

On an individual level, it motivates people to explore their own leadership potential

On a team level, it encourages team members and team leaders to reflect on interpersonal relationships, including their skills in developing emotional connections with others and their willingness to both support and challenge others as needed. 

On an organizational level, it provides leaders with a contextual platform to accept the responsibilities of being a leader capable of inspiring a sense of communal pride.

The framework is also noteworthy for its focus on behaviors, its integrative and dynamic conceptualization of leadership, and its grounding in a diverse range of scholarly disciplines.

For detailed study on Six Model Leadership. Please refer any of the link below 👇

https://research.vu.nl/files/2242043/197066.pdf 

http://users.homebase.dk/~simk/Year3/The6DomainsofLeadership.pdf

 
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Posted by on August 18, 2017 in HR Word of The Day

 
 
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