IIM ROHTAK H U M A N E - R CLUB P re s e n ts
H R BULLETIN VOLUME 53
humane.r@iimrohtak.ac.in
H U MAN E - R |V O LU M E 5 0
HR BULLETIN
Good leadership in the post-pandemic world: A must-follow guide If we’re going to be a team, then we must be a team together, and that means being in it together. Being a good leader is about acting with integrity, being open and honest, and staying positive. That’s always been true, but it’s especially important during challenging times. Early in the pandemic, in March 2020, I was diagnosed with COVID-19—sick for 3 months, I ran my company from my bed for 30 days and had to work through long-haul symptoms for an additional 60 days after that. Almost a year to the date later, I got sick again, this time with one of the COVID-19 variants. While the pandemic has been terrifying enough, your boss getting COVID-19—not once, but twice—could easily intensify fear for both employees and clients. Each time I was sick, I was completely transparent; I informed my employees and my clients, updated them regularly on how I was doing both mentally and physically and made sure that all concerned knew how my work and the company would be impacted. We have used this extremely challenging year+ to create stronger personal relationships, and I always invite my employees and clients to be open about what they’re going through, how they’ve been impacted, and how they’re doing. Through it all, I stayed hopeful and conveyed positivity about my health, my business, and the outcome of the pandemic. This mindset and deep inner strength saved me and my company and will continue to serve us as the world changes yet again post-pandemic.
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The second time I was diagnosed with COVID-19, all of the positivity I had originally shared was returned many times over and it was heartwarming when my employees checked on me and offered words of encouragement. I know that my never-wavering confidence the first time, eventual recovery, and positive outlook in general, had really helped them to feel more assured. Making the conscious decision to be hopeful and using that positivity like a life preserver allowed my employees, my clients, and my company to weather the storm of the pandemic. There’s also a silver lining in there that far too many have missed: if we’re going to be a team, then we must be a team together, and that means being in it together. I am convinced more than ever now that it’s leadership's job to share calm. Not chaos, because chaos is so easy to find—turn on the news and you'll find more than anyone could want. A good leader can recognize the moment they are in and does what it calls for: see their people through. Despite all the challenges of the pandemic, I know that our best way forward now, in this new world, is always with transparency, compassion, human understanding, and hope. As a leader, don’t be afraid to encourage your employees and thank them for all of their hard work. Know and remember that they are doing their best through unprecedented hardships and challenges. And make sure they know you aren’t going to leave them behind—your team really is stronger together. Mistakes to avoid post-pandemic Failing to act with integrity: A good leader’s words will always match their actions. Otherwise, their word is essentially meaningless and just that: words—nothing more. Acting with integrity and honoring your word is essential for both building and maintaining relationships with employees and clients. It is impossible to build meaningful or lasting relationships if someone does not know if you will do what you said you would because there is no foundation on which to build them. Lacking transparency: Not being transparent will always be problematic, because employees and clients, especially those with long-standing relationships, instinctively know when something is off. Trust is too essential for relationships to risk compromising it by being opaque. If you aren’t open and honest in every aspect of your company—especially your relationships—you're planting seeds of distrust that will undermine your relationships and as a result, your business goals. Panicking: Any time there is a crisis, a good leader will be there to ground and take care of his employees and clients. They will instinctively look to leadership and if your reaction is alarmed or uncertain, then that will be theirs as well. Remember your reaction suggests what you believe the outcome will be, so you have to make sure your words and actions are aligned and communicating a message of positivity and hope. This doesn’t mean sugarcoating the truth or lying—it’s about the mentality with which you approach the situation. It is possible to acknowledge hardships and challenges without succumbing to panic and fear. So be honest and do your best to remain positive . The pandemic has brought to light what was always true—the future is completely unpredictable. A good leader realizes that fear of the unknown exists in everybody's mind, and does their best to alleviate it wherever possible for both their employees and clients. A good leader also is aware that control is only an illusion and that the future always will be unknowable. This is why understanding that you and your team are in it together and making the conscious choice to go forward with hope is so essential. Post-pandemic does not mean an automatic return to the world before the pandemic, but regardless of the challenges that lay ahead, your team can lean on each other and lift one another up.
Read more at:https://www.peoplematters.in/blog/leadership/goodleadershipinthepost pandemicworldamustfollowguide29946
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India witnesses a surge in hiring by 15% in June’21 vs. May’21 The latest report by Naukri JobSpeak shows that India’s hiring trends grew by 15% in June’21 vs. May’21, going up to 2,359 in June from 2,047 in May. The hiring activity grew by 95% in June’21 as compared to June ‘20, indicating recovery, after being severely hit by lockdowns and the early impact of the pandemic, reveals a latest report by Naukri JobSpeak. Y-O-Y hiring in the IT-Software sector grew +163% in June'21 vs. June'20. Sectors such as Retail (+114%) and Telecom/ISP (+124%) which were still recovering from the first COVID wave and subsequent lockdown at the same time last year, also witnessed good Y-O-Y growth in June’21. Hiring has also picked up in the Insurance (+87%), Banking/Financial Services (+74%), Pharma/Biotech (+38%) and Teaching/Education (38%) sectors as compared to June’20. In terms of monthly growth, the hiring trends improved by 15% in June’21 vs. May’21. Sectors like Retail, Hospitality and Travel, which had been severely hit by pandemic and subsequent restrictions have also witnessed some growth. There has been a substantial recovery of hiring activity in Hotels/Restaurants/Airlines/Travel (+87%) and Retail (+57%) sectors in June’21 vs May’21, thanks to the relaxation of pandemicrelated restrictions on movement. Sectors such as Insurance (+38%), Banking/Financial Services (+29%) and Pharma/Biotech (+22%) have also shown recovery from their recent slump. Other sectors like FMCG (+22%), … .
Read more at:https://www.peoplematters.in/news/recruitment/india witnessesasurgeinhiringby15injune21vsmay2129954
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Is the HR function prepared for the third wave of COVID -19? If the first wave had caused a spike in levels of stress and anxiety on what will happen, the second wave brought the country to a standstill; with over three hundred thousand new infections being reported every day. The second wave of the pandemic that struck India in the past couple of months has affected the country on all fronts. The past few weeks have seen a decrease in the death toll and a letdown in the infection rate, giving us the hope that the worst of the second wave is over. Unlike the first wave where we had a lower rate of infection, which mostly affected the weak and the elderly, this time around the rate of infection has been much higher and it has affected people across all age groups, including the youth. Youngsters mainly form most of the workforce in corporate India. If the first wave had caused a spike in levels of stress and anxiety on what will happen, the second wave brought the country to a standstill; with over three hundred thousand new infections being reported every day. As employees and their families started getting affected, supporting them in their immediate medical needs became the top priority of all organizations. The HR departments who were leading from the front to help the employees during the first wave, realized that they now had to shift gears Employee well being The companies had to go beyond the benefits extended during the first wave, namely COVID Insurances, physical and mental health & well-being programs etc. Many organizations realized the need for more practical support at the ground level for the employees who were going through this crisis. …………….
Read more at: https://www.peoplematters.in/article/strategic-hr/is-the-hrfunction-prepared-for-the-third-wave-of-covid-19-29947
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Pliable work culture is versatile, resilient & responsive to change: Viknesh Jain “We reckon that a pliable work culture is versatile, resilient and responsive to change,” said Viknesh Jain, CEO & MD, Euronics, in an interview with People Matters. He shares how pliable culture can be built with communication and tech at the center. As hybrid work becomes the new norm, there is a great opportunity for business and people leaders to invigorate and improve organizational culture. The journey to create a more productive, engaging, collaborative and inspiring culture of work in the hybrid mode can’t be taken without technology. To discuss how organizations are changing their people and work strategy for the new world of work, we interacted with Viknesh Jain, CEO & MD, Euronics and got his business perspective. In the interview, Viknesh shared how consistent communication enabled by technology has been instrumental in keeping the distributed workforce connected with each other and the business Here is the full interview: With a distributed workforce and hybrid mode of work how can leaders create an adaptable culture and solidify shared beliefs? It is hard sometimes to align every team across geographically far offices, but it is possible to build meaningful bonds by remaining constantly active within team groups and connecting virtually. This has helped us to streamline our core values and ensured that we all work together as a team. After the pandemic, the world of work saw a huge shift in priorities and witnessed companies focus on wellness and inclusion? Will the focus sustain and further scale up? Yes, mental health and wellness would now take a centre stage while dealing with the employees. This is the time for us to acknowledge that the pandemic has left a mark on the mental well-being of humans. …………….
Read more at: https://www.peoplematters.in/article/culture/pliable-workculture-is-versatile-resilient-responsive-to-change-viknesh-jain-29945
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Resilience – My closest friend in covid times! It is no surprise that resilience is part of our character and therefore influences our professional and personal life. In other words, our grit, gumption and gall have the propensity to not just lower our depression levels but more importantly help us bounce back. Have you ever wondered why some individuals face stressful situations and yet emerge centered and serene? And even when they falter they come across as learning from the situation. So, why do some people suffer real hardships and not falter? Somewhere I get the impression it is all to do with what I call RQ - the Resilience Quotient. Recently I was invited to speak about RESILIENCE at a forum to address 70+ senior business industry leaders. As I started my preparation, two celebrity Leaders came to mind instantly - Sheryl Sandberg and Ariana Huffington. These two leaders have been vocal about the importance of resilience through their own unique experiences and how this one attribute is going to carry us forward especially in these Covid times. What is Resilience? Every time I face a crisis or unprecedented situation, I am reminded of this quote “Life doesn't get easier or more forgiving, we get stronger and more resilient”. This thought resonated with me every time I watched the protagonist Thakur of Sholay struggle to get justice for his family members who were brutally murdered by the villain (Gabbar). With no hands, no army in place; he placed his trust in two small-time thieves who would be inspired to fight on his behalf. What an irony, yet Thakur managed to take his revenge while exhibiting resilience at various points of time he believed in himself……...
Read more at:https://www.peoplematters.in/blog/life-at-work/resilience-myclosest-friend-in-covid-times-29939
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