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The newest generation is often known as the Generation Z, in order to distinguish them from the millennials, baby boomers and Gen X- ers. The term True Gen is also applied to the Z- ers. They are distinctly unique from their previous generation in a number of matters. Companies and brands needs to understand these subtle or obvious differences while marketing to them. First of all, the Generation Z loves to be dubbed as undefined. They do not want a single identity for them, rather celebrate individual expression and uniqueness. They may also be dubbed as communaholic, due to their radically inclusive values. They are also dialoguers, as they rely more on meaningful dialogue, less on confrontations. They are also realistic, so see living through a pragmatic lens. As per a study by management consulting industry leader McKinsey, the Generation Z is more open to same- gender marriage and for decriminalizing marijuana. Ethics too form a key part of their existence.

Source:https://www.mckinsey.com/industries/consumer-packaged-goods/our-insights/true-gen-generation-z-and-its-implications-for-companies

Uploaded Date:20 July 2019

Feedback needs to be a regular and specific activity. A complaint that junior or mid- level employees often have about their reporting officers, is the lack of succinct feedback being provided. It leads to several assumptions being formed in the minds of the employees. One such is that they assume not being given feedback, means they’re doing fine. However, not creating trouble must merely be the minimum threshold point, but not a celebration for not being in the news. Another such assumption frequently made is that their seniors do not trust the subordinates with honest feedback. Apparently, they will not be able to handle any sort of criticism. This is poor talent management, as employees in such cases, do not get to know where they stand or how to improve further. A third assumption is where the employee gets the hint that his/ her boss does not consider any change possible in the person. To change this, a growth mindset needs to be adopted for oneself and all subordinates as well.

Source:https://hbr.org/2019/06/the-assumptions-employees-make-when-they-dont-get-feedback

Uploaded Date:03 July 2019

For CEOs and other part of corporates’ top leadership, talent management has to be the key business agenda over the next few years. It starts from the very top where a G3 needs to be created. This G3 must include a CEO, CFO and a CHRO. The critical top two percent most productive, needs to be tapped in to. The entire board too needs to be brought onside, and mobilized towards the talent initiatives. The talent needs to be developed not only through corporate training programmes, but also via the use of projects. This will enable the upcoming talent to taste hands- on pressures. It will also help the employees be equipped with the skills they really need. The people- based decisions have to be taken with due consideration of data. HR needs to be seen as a strategic partner in this entire initiative.

Source:https://www.mckinsey.com/business-functions/organization/our-insights/putting-talent-at-the-top-of-the-ceo-agenda

Uploaded Date:26 June 2019

One of the biggest challenges over the next few years in the business world would be that in talent recruitment. This is because of a sudden shortage, thanks to the proliferation of new technologies, that require a more specific skill set. A lot of re- skilling efforts will also need to be worked out. In order to tide over these tough times, some methods need to be applied. One is obviously to build a talent pipeline. This is through corporate training sessions to re skill, up skill and re train the staff. Another is to redeploy them in different areas of work or different geographies. Of course, one option is to hire the best of people available at the budget. One even has the option of releasing some duties, but outsourcing or even divesting part of the business. Voluntary attrition may also be encouraged in a way. One last way to dealing with this is to rent resources. Making use of freelancers, using open source assets and forming strategic partnerships may help at this.

Source:https://www.mckinsey.com/business-functions/organization/our-insights/are-we-long-or-short-on-talent

Uploaded Date:26 June 2019

Andres Iniesta has been amongst the greatest footballers to have embraced the game over the last decade or so. He has won everything the game has had to offer. Yet, his farewell picture that went viral, went beyond merely winning and losing. It portrayed a sense of loneliness that all human beings go through. Yes, he will have a whole new career in Japan, but his time at Barcelona came to an end, thus signifying, the end of an era. Beyond his own career on the field, Iniesta was also someone who gained the respect from across opponents, both at club and international level. Companies should also understand the human undercurrents. Those with good talent management systems tend to make sure that farewells are most respectful, as well as engaging. The space in between that Iniesta occupied that night in Barcelona, is termed by academicians as liminality, or space between the two worlds. By such respectful farewells, a lot more can be communicated.

Source:https://hbr.org/2018/05/andres-iniestas-farewell-and-how-to-make-endings-count-at-work

Uploaded Date:26 June 2019

All kinds of emotions are experienced at work. This includes positive feelings, but also of course, negative ones. Such feeling may end up motivating or even discouraging the team players. It is about the talent management capabilities of the leaders, that determines how such emotions are handled. Such leaders regulate well. Others rant about failures, while many even suppress their true emotions. None of these two behaviours help. A number of negative outcomes emerge as a result of this. For a more positive climate, coaches and managers need to constantly reappraise members in their team. Leaders need to use this reappraisal muscle succinctly. This is the part of reassessing emotional situations.

Source:https://hbr.org/2019/06/handling-negative-emotions-in-a-way-thats-good-for-your-team?utm_campaign=hbr&utm_source=twitter&utm_medium=social

Uploaded Date:26 June 2019

The practice of hiring people, for a specific location, no longer remains sacrosanct. Due to the rush of the gig economy, a lot of the talent recruitment now takes place for freelancers and remote workers. This has several benefits for all the stakeholders involved. First of all, it opens up the talent pool to a much wider audience. The hiring managers too get an incentive, as they can now create diverse teams. Individual employees perhaps benefit the most, as they get to stay close to their families, and waste less time on intra- city travel. To ensure that this recruitment goes as best as possible, the company needs to conduct deep due diligence procedures. Individuals’ leadership capabilities need to be assessed. This becomes crucial, as remote workers need to stand out from a distance, with minimal personal connection. Substantial investment needs to be made in relationship building. Trust becomes a key factor when people are working from a distance. And finally, there must a periodic check on the logistics and technology part, so that this does not hamper the smooth work flow.

Source:https://hbr.org/2016/02/hire-the-best-people-and-let-them-work-from-wherever-they-are?utm_source=twitter&utm_campaign=hbr&utm_medium=social

Uploaded Date:24 June 2019

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