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A significant proportion of professionals are trapped in a situation where they possess all the tools to be immensely happy and satisfied, yet are constrained. Instead of being happy at work, they remain disengaged, so unable to shape their careers. More Americans are reporting for stress now than ever before, as concluded by a study by the American Psychological Association. There exist several psychological traps behind why this is happening. One of them is the self- explanatory Ambition Trap. Another is the “Should” Trap. This is best exemplified by business research carried out by Deloitte, which confirmed that about sixty- one percent people feel they need to hide several of their traits, in order to be accepted at the workplace. The third is the Overwork Trap. One needs to break free from these constraining barriers. Then one can seek purpose, friendship and hope. People wrongly believe that being successful is necessary for happiness. But instead, one needs to try the other way round.

Source:https://hbr.org/2017/09/happiness-traps?utm_campaign=hbr&utm_source=twitter&utm_medium=social

Uploaded Date:27 February 2020

Skill shifts have been a constant force ever since the industrial revolution took place. Yet, the pace of change has never been higher than it is now aided by automation, digitization, robotics and artificial intelligence. By 2030, several present-day skills will get replaced. That is why McKinsey conducted a study across the five largest European countries- UK, France, Spain, Italy and Germany- and USA to gauge the shifts. Some major aspects were studied, beginning with the change in demand for workforce skills over time. How organizations approach this and plan for the talent recruitment for the future were the other things. As per the study, manual and basic cognitive skills will acquire a lesser portion of the pie. Social, emotional, technological and higher cognitive skills will take up a higher portion of time. Shifting skill requirement will lost affect five of the largest industries- healthcare, energy and mining, banking and insurance, retail and manufacturing. Only six percent of all companies surveyed confirmed their expectation of shrinking workforce, while seventeen percent are optimistic of adding more jobs. Focus will shift towards developing cross-functional skills within agile organizations. Work will need to be “unbundled” and “rebundled”. The sharing economy involving gig workers or freelancers will expand exponentially. Corporate training programmes will need to retrain employees towards the newer systems and technologies. HR processes will evolve in contracting, hiring, release and redeployment. Educational institutions meanwhile will need to tweak their curricula to suit the present needs.

Source:https://www.mckinsey.com/featured-insights/future-of-work/skill-shift-automation-and-the-future-of-the-workforce

Uploaded Date:21 February 2020

A lot of people especially in high- stress jobs, never find fulfillment at work. This is due to the work culture at several high- pressure fields, where promotions, prestige and any raise are commensurate with the number of hours clocked in the office. Individuals also see themselves as part of a different socioeconomic class, when such high- pressure jobs get paired with a big paycheck. Companies need to tweak their talent management systems in case they want to work on improving the mental health scenario for their employees. But the workers themselves need to take steps, starting with ensuring the availability of some free time. The start made needs to be small. One needs also to rebuild a network. The employee must be clear on aspects that are important for him/ her. The job title is an illusion, so he/ she needs to look beyond it.

Source:https://hbr.org/2019/12/what-happens-when-your-career-becomes-your-whole-identity?utm_medium=social&utm_source=facebook&utm_campaign=hbr

Uploaded Date:21 February 2020

Self-awareness has become one of the most talked about topics in the corporate world at present. Studies have made us understand that improved self-awareness leads to better decision-making, forging stronger relationships and more effective corporate communication. This in turn leads to better leaders and happier employees, reflecting in a higher bottom-line for companies. There exist two kinds of self-awareness. One is internal self-awareness where one is better able to monitor own inner world. Here the concerned person has clarity over his/her reaction, passions, ambitions and values. The other is external self-awareness which includes one’s understanding of others’ perceptions about himself/herself. There is no direct co-relation between possession of the two types of self-awareness. Introspectors are those with high internal but low external self-awareness. Some are Aware of both forms of self-awareness. Others are Seekers, who are low on both. And the Pleasers have low internal self-awareness but high on the external understanding. Contrary to usual understanding, increased experience and power actually reduce the ability to gauge self-awareness. This is because most people on reaching a certain position, stop taking in feedback on themselves. The best of leaders were those who gauged adequate business intelligence on how people perceive them. Funnily enough, introspection does not necessarily lead to enhanced levels of self-awareness. This is because while introspecting, most do not do it the right way as the human mind isn’t generally rational.

Source:https://hbr.org/2018/01/what-self-awareness-really-is-and-how-to-cultivate-it?utm_medium=social&utm_campaign=hbr&utm_source=twitter

Uploaded Date:21 February 2020

There may be multiple reasons for employees to start building expertise in a new field. Preparation for a more senior role, better pay or it could even be increased job satisfaction. In all such cases, it is essential to undertake a few specific steps to ensure it works out fine. First of all, one needs to identify the best exemplars in this field, one would like to emulate. Then the gap has to be assessed between that benchmark and one’s own existing level. One has to study by himself/ herself. The right management training would involve taking inputs from experts who are willing to share. The learner will also need to know how to pull in knowledge. He/ she will have to be something of a sponge or bird of prey to soak in all the ambient knowledge around. Experts need to be observed, when in action. Some pilot projects to test one’s mini- experience could be tried out. The moment it is possible, the trainee has to add some visible value to the field of expertise.

Source:https://hbr.org/2015/04/how-to-build-expertise-in-a-new-field?utm_campaign=hbr&utm_source=facebook&utm_medium=social

Uploaded Date:21 February 2020

It is unfortunately inevitable for every company to be losing employees over time. Some of these employees may be the best out there but may have simply stalled so require a new challenge. While every boss would like to retain the very best, great talent management involves letting go when the time is right. Disengaged employees are often a cause of reduced productivity. A report generated by marketing research firm Gartner clearly claims that engaged employees are worth 17% more in terms of productivity and 21% higher with regards to profitability. All professionals remain at some sort of a learning curve. Whenever this learning curve flattens out, inevitably some employees will depart.

Source:https://hbr.org/2018/04/how-to-lose-your-best-employees

Uploaded Date:29 January 2020

Abraham Maslow’s famous pyramid in the Hierarchy of Needs theory is considered a central principle in companies’ battle for talent management and retention. However, this pyramid was drawn up many decades back, at a time when most of the workforce was engaged in manufacturing. Today, this has become less relevant as companies are battling it out to be rated as the best places to work, as such ratings in turn have generally led to much improved productivity levels. This is why there is a need for a new such scale, so three parameters were found to be most important today being- Career, Community and Cause. A detailed study was conducted on Facebook to deduce the importance of these terms across diverse backgrounds. Contrary to popular perception, Millennials were not as enthused about the cause part as those above fifty-five years of age were. Trends are similar if one compares against location across the world or even within North America in particular. There is some variation when compared among professions, with tech employees generally less concerned about cause and business pros most concerned about their careers.

Source:https://hbr.org/2018/02/people-want-3-things-from-work-but-most-companies-are-built-around-only-one?utm_medium=social&utm_campaign=hbr&utm_source=facebook

Uploaded Date:29 January 2020

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