Letters of the month

ON ENGAGING PEOPLE AND INVESTING IN THEM It's very interesting to hear about the challenge in getting people to be as invested in themselves as we the managers are in them. Of course some areas such as well-being may be a more tricky thing to engage people on, because it is not something that shows immediate results or where the results can be linked to tangible benefit. As compared to skilling where one can clearly draw the link to career advancement and job opportunity. But the challenge is 100% always in showing people why certain things are important to them and why they should put their own efforts in to match. After all, if something is not important or valuable, why would the company invest time and money into it?

- AMARJEET GOUR

Managers can make or break a company's morale, motivation, & productivity

Insights like this are a great reminder that skilling is for everyone. Leaders and managers must keep themselves up to date not just on business matters but also on their own specialty. Which is leading and managing. They are there to do the job of making work and the workplace better which requires its own set of skills. That in turn requires skilling and learning programmes in the relevant areas. - TEJ BAHADUR

A flood of moonlight

With all this controversy about moonlighting we should indeed remind ourselves that it is in fact a symptom of some problem that the employer has not addressed. Sometimes the problem is with the person, sometimes it is with the wider system, most often it is with the employer. Guess it is difficult and awkward to self-reflect and so employers would rather sack and blame employees than make changes internally.

Agility and adaptability demand better strategic analysis

A great practical guidebook on how to carry out one of the most critical parts of strategy. For the teams that are not used to working with data it is a slow and tedious process at first, but with practice and familiarity, it soon becomes faster and more efficient. Then the value can emerge once the right measures have been found and the key members of the team have a strong grasp of how to read and interpret the data on these. Maybe it is not a skillset that many people managers are used to, but it is a most important thing to learn at least the basics of.

NOVEMBER 2022 ISSUE

- GHULAM HASSAN

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Focus and follow up on your talent

Reading this, one realises that we do not think of career development and career advancement as a reward, yet it is in fact one of the greatest rewards derived from any job. Perhaps only pay can compete with it, but then even pay also depends upon that development and advancement.

- KANHAIYA LAL

Saudi's World Cup rise and leadership lessons from Herve Renard

Wonderful parallel between driving a sports team to success and driving a workplace team to success, especially the point that heroes are not self made. A team is about everyone working together indeed, and when there is a job to be done, no one person however previously successful is to be held above the rest, it is a matter of all contributions taken together.

Does our pay for performance process deserve rewarding?

This article asks many excellent questions. Too often the way we pay for performance is taken for granted, when in reality it has been based upon some archaic idea that was done in maybe the 1950s and then never updated. What is the performance that is important to this organisation, what pay for the performance, how are we benchmarking it, what is the whole purpose of this process? Rewards and incentives would be much more understandable, plus fair and reasonable, if we kept these and other points in mind.

- K. DURGESH

Employee policies amid moonlighting and quiet quitting trends

The most important point is career growth and social connectivity. It's a great mistake to think only of what the employee is giving (productivity) without thinking about what the company is giving back (growth). And realistically, who is going to think only about work all day? Give people space to breathe, that's the important thing.

Tata Communications @tata_comm In this candid conversation with @ PeopleMatters2 our CHRO Aadesh Goyal, discusses our employee engagement strategies, L&D initiatives, and shares the importance of investing in a diverse and distributed workforce in the new #hybrid world of work:

Merkle Inc. @Merkle "We put a lot of focus on flexibility and collaboration at Merkle," notes @kirt_ merkle Learn more about how companies are meeting employee expectations #postpandemic in this @PeopleMatters2 article featuring Liz Rafferty:

Jacob Morgan @jacobm Leadership styles can influence workplace motivation, says @PeopleMatters2. Read all about it here: ow.ly/ IQ5M50M6fEf #FutureOfWork #leadership #leadershipstyles #motivation

NLB Services @NLBSInc Tap here - lnkd.in/dGyifykh to know Sachin Alug, CEO, NLB Services' take on the top trends that set the narrative for work in 2022 in an industry trend story published by @PeopleMatters2. #Talent #Trends #Workplaces #Recruitment #NLBServices #NextLevel

HRCurator @HRCurator #Career cushioning: Everything you need to know about this latest workplace trend — @PeopleMatters2

SHL @SHLglobal @PeopleMatters2 - #SHLLabs discovers that how leaders hold interviews is the topmost reason for the IT services industry to have hurt its ability to hire and retain talent. #TalentAcquisition #TalentInsights #HRTech

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