To develop a data-savvy, analytical culture in one’s organization, it is the mindset that needs to be tackled at first. With business analytics paving the way for several business applications, the human resource department, like all others will need to understand its nuances. In the book The Power of People, HR professionals have broadly been listed under three categories to do with data. The categories are self-explanatory -analytically savvy, analytically willing and analytically resistant. One needs to design the talent recruitment process keeping in mind the present requirements. It needs psychometric tests to assess the general levels plus personality tests to gauge areas where further training can make amends. Online courses by players such as Coursera or edX can be of massive advantage. This learning needs to be personalized, but delivered at scale. IBM’s Your Learning platform is one that has mastered this by designing courses for all the three categories of HR professionals. It also enables social learning. Progress can be rewarded using digital credentialing. Credly is one such system followed by organizations. Here, all rewards accumulated can be shared on social platforms such as LinkedIn.

Source:https://hbr.org/2018/10/how-to-develop-a-data-savvy-hr-department

Uploaded Date:17 October 2018

In a recent study conducted, it emerged that half of today’s top-level executives believe that their list of competitors will undergo a major change over the next five years. This is because a number of established firms are and will further not be able to deal with the constant stream of changes that characterizes the ongoing digital age. Today the biggest of companies want to avoid the pitfalls of exactly that- becoming big. Those established companies that have managed to remain agile and nimble have what can be categorized as the Founder’s Mentality. Such companies have three key characteristics. First of all, they believe in insurgency, waging war to benefit customers. They have a frontline obsession, empowering the customer-facing employees at decision-making as they are the ones best positioned to gauge authentic business intelligence. The employees across the board here possess an owner’s mindset, averse to bureaucratic processes. At such organizations two kinds of micro-battles are necessary. The first is between individual teams, each with specific battles. The other one is about the executive leadership team, with each member engrossed in multiple battles. The results of this churn can only be beneficial to any business.

Source:https://www.bain.com/insights/insurgency-from-the-inside

Uploaded Date:26 September 2018

There are situations when companies fall in to the trap of a toxic work culture. This is one of the biggest talent management challenges companies face. A dilemma that often creeps up is whether to try and fix it or to simply start firing the people to make a point. The second option definitely has some advantages if the trouble makers are rightly identified and removed. However, the first option if successfully implemented can be even better, more holistic. It will create a long-term viable working condition which will help in future hiring decisions too with positive effects on the productivity.

Source:https://hbr.org/2018/08/case-study-can-you-fix-a-toxic-culture-without-firing-people

Uploaded Date:04 September 2018

A study conducted by the Katzenbach Center has outlined ten principles which need to be followed to ensure change management has been well implemented. First of all, proper talent management systems must be in place so that the company culture may be fortified through proactive changes. All transformations to be made need to be started off from the very top, so that these aspects can be ticked off within the broader corporate strategy itself. Each layer of the organizational hierarchy needs to be made use of. Business decisions ought to be a factor of emotional and rational aspects. Instead simply thinking new, the leaders needs to act accordingly. Constant engagement has to be practised with all key stakeholders such as employees and customers. The leadership style must not be confined to the core areas alone but must take into considerations, other broader cases. Formal and informal networks need to be leveraged to arrive at solutions. Finally, here needs to be deep analysis from where deviations rectified, and newer norms adapted in.

Source:https://www.strategy-business.com/article/00255?gko=9d35b&sf181065725=1

Uploaded Date:18 August 2018