From Engineer to Entrepreneur: The Story of Ashish Manchanda

In a world saturated with stories of engineers turned entrepreneurs, we often skim the surface of their journeys, passing judgment on their career choices without truly delving into the heart of their struggles and victories. Today, we’re breaking that mold as we unfold the story of Ashish Manchanda. Ashish began his career as a software engineer in 2004, delving into coding and software development for five years. He then pursued an MBA, gaining skills and diverse experiences from working globally under different leadership styles. His career took a turn for the better when he used the exposure and co-founded a bootstrapped startup called Culturro. As the saying goes, personality is the sum of our experiences, which rings particularly true in Ashish’s case. He has gleaned lessons from his journey’s triumphs and tribulations and transformed those insights into the foundation of a thriving company. His path was dotted with highs and lows, but his keen, observant nature and inquisitiveness have guided his journey, shaping him into the leader he is today. However, he still likes to say that he is a “work in progress” with a lot to learn. Beyond leading and strategizing the next big move for his company, he finds joy in trekking, engaging with people in meaningful conversations, and coaching people. Now, let’s dive into Ashish’s story and explore how he wanted more from people management and impacted the professional journeys of hundreds.

From Experience to Excellence: Ashish Manchanda’s Leadership Lessons in Feedback and Growth

While many leaders and managers might express reluctance in handling the responsibility of managing teams, for Ashish, it’s a different narrative. Unlike those who find it stressful, he stands among the few who genuinely relish guiding and nurturing team members. In his eyes, managing people isn’t just a duty but the most rewarding and fulfilling experience as a leader. He attributes his leadership success to the lessons learned from his experiences with his managers. Those early experiences became the foundation upon which he built a more refined and effective approach to his leadership.

My first manager was a godsend. He was supportive, caring, and performance-focused at the same time. Ashish Manchanda

He credits his people management style to his first manager back in 2004. He considers himself lucky to have worked with a supporting and understanding manager. Ashish credits his first manager to teaching him the basic nuances of team management. How to guide an individual, and how to give them autonomy. How to allow your team to make mistakes and put them in situations where they can learn. Giving them visibility inside and outside the organization. Giving them credit for their good work and building their case for growth inside the organization.

I still remember how one of my managers gave feedback to me. He was blunt regarding what you are doing right and what you are not doing right. Initially, it hit me hard. But when I reflected, it all made total sense. Ashish Manchanda

As an individual contributor, Ashish was always keen on self-improvement and eager to engage in the take of feedback. As a manager his knack for providing constructive feedback took root from a manager who had a systematic approach. Ashish recalls that this manager was refreshingly straightforward, not beating around the bush when it came to both strengths and weaknesses. No guesswork – just clear, direct insights coupled with actionable advice on how to grow and tackle challenges. Ashish acknowledges that this upfront and critical approach might initially sting, but he personally found it a catalyst for reflection and improvement in his own areas of development.

I adopt the same feedback style but do it subtly initially. Ashish Manchanda

When it comes to giving constructive feedback, his approach is slightly different. Ashish has a two-tiered approach. Initially, he opts for a more subtle and gentle feedback style, ensuring it’s not overly serious and critical for the receiver. However, if he observes that the feedback isn’t absorbed, he transitions into a more direct and blunt mode. The underlying motive behind his feedback is crystal clear: to foster growth and improvement in performance. Ashish’s feedback strategy is not just about pointing out areas of development but fundamentally about nurturing individuals to thrive and enhance their capabilities for the future.

Culturro’s Genesis: How Negative Leadership Inspired Positive Change

Throughout our careers, we encounter different managers – some serve as catalysts for growth, while others provide valuable lessons on leadership pitfalls unintentionally. Ashish Manchanda shared a noteworthy experience that influenced his leadership philosophy, teaching him what not to do in a leadership role.

One of my managers believed in an approach of raising their voice, demeaning team members, and needlessly applying pressure when it wasn’t needed. Ashish Manchanda

Reflecting on the past, Ashish vividly recalls a distressing period during his consulting days when he worked under a manager with a leadership style that caused significant agony. This manager employed tactics such as shouting and applying immense pressure for output, contributing to a toxic workplace environment. Resulting in employees having unpleasant and stressful experiences marked by micromanagement and toxicity. Not only did it have a negative impact on the performance of the team, but also led to significant employee turnover. Ashish knew that he had to shield his team from this toxicity to have a team that kept on performing day after day. Micromanagement as a style may have worked well in the past, especially with a workforce that is not very evolved in its thought process. In today’s day and age, working with knowledge workers, millennials, and Gen-Z, it just doesn’t work. As per Ashish, it is a sure-shot recipe for disaster and failure.

After this experience, the genesis of Culturro unfolded, driven by the purpose of aiding companies in establishing positive and thriving cultures. Ashish Manchanda

This experience taught Ashish Manchanda how toxic leadership harms team morale and productivity. This inspired him to start Culturro to create a positive and respectful work culture. The mission of Culturro is to create an environment where team members feel supported rather than pressured. For Ashish, effective leadership involves creating an environment that fosters growth, collaboration, and trust, steering away from fear and stress.

Learning Leadership: Ashish’s Key Takeaways from Feedback

Earlier, as a manager, I had a method of immersing individuals into challenging situations, much like throwing them into the deep end of a pool, to see how they would navigate. And only provided assistance when they struggled. Ashish Manchanda

Since the beginning of his career, Ashish always enjoyed autonomy in his roles. He thrived in situations where he was given a task by his manager, and he came through with it. Early in his days as a manager, he adopted the same. I.e., trying to give full autonomy to his team on how to get the tasks done. This approach worked mostly until it didn’t. Ashish had a crucial revelation through conversations with one of his interns. One of his significant mistakes was that waited until the end of their tenure to seek feedback on how he did managing them. During the final catchup, the intern highlighted that they struggled initially when Ashish handed them challenging tasks but provided little guidance and handholding. This feedback became the motivation for Ashish’s transformation, highlighting two pivotal lessons. Firstly, he learned about the criticality of seeking and giving timely feedback, realizing the importance of early and regular check-ins to ensure a continuous dialogue. Secondly, Ashish understood that cookie cutters don’t work well in feedback. Every person needs guidance and autonomy up to a different extent. This recognition prompted a positive shift in his management style, where he became more attuned to understanding people’s working styles and providing tailored support, even if it meant stepping out of his comfort zone.

Ashish Manchanda’s Pro Tips for New Managers

Over the decades, Ashish has learned the ins and outs of leadership with hundreds of professionals. There have been mistakes on the way, but more than that, there are some evergreen tenets of effective leadership that his experience has unveiled. So, let’s check his tips for budding managers below.

Firstly, master the art of doing one-on-one conversations. That is extremely important. Ashish Manchanda

For budding managers, Ashish underscores the importance of mastering casual check-ins, which is often undervalued but fundamental in effective leadership. These check-ins go beyond mere feedback and discussions, focusing on building deep bonds and relationships with team members. At the core of this approach, one-on-one conversations involve connecting emotionally and creating dedicated space and time for meaningful interactions. Ashish advises managers to view these one-on-one conversations as a holistic approach that encompasses feedback but begins with establishing strong connections.

The second is learning how to give constructive feedback. Ashish Manchanda

Another invaluable tip for managers is to master providing constructive feedback from a place of care. Striking a balance between offering guidance without hurting team members’ feelings while ensuring clarity is crucial. Let’s consider an example to illustrate this point: Consider a situation where a team member has submitted a project with some errors. A manager employing the principle of care in feedback might say, ‘I appreciate the effort you put into this project, and I see areas where we can improve for next time. Let’s work together to address these issues.’ On the contrary, a less considerate approach might be, ‘This project is full of mistakes. What were you thinking?’ The difference in approach can significantly impact the employee’s perspective. The considerate feedback addresses the issues and acknowledges the effort, fostering a positive and collaborative atmosphere. In contrast, the blunt feedback may demoralize the team members, potentially hindering motivation and future performance. Ashish emphasizes that conveying a clear picture without causing unnecessary discomfort is pivotal, especially at the outset of a managerial journey.

I practice a tough-love approach with my team, combining care and support with clear expectations and direct feedback. Ashish Manchanda

Additionally, Ashish practices the “tough love” theory, drawing inspiration from parenting. He recalls that after years of reflection, he realized that his first manager had the same approach. This approach involves caring deeply for individuals but being strict when necessary to focus on performance. He shares that while this method may include providing unconditional support during challenges, it also entails setting clear expectations for performance. Managers can also benefit from embracing tough love by balancing care, connection, and approachability with setting expectations, creating a conducive environment for growth and accountability.

How can Risely help?

Ashish Manchanda has developed their leadership style by working globally and observing different types of leaders, an opportunity only some aspiring managers may have. But here’s the thing: we miss out on the nitty gritty and don’t always have the support to overcome similar challenges. That’s where Risely steps in as a solution. Risely is an AI buddy for managers, offering the guidance that every manager needs to unleash their true potential. With tailored steps and insights, Risely empowers you to solve challenges in simple steps:

Identify your challenges: The journey begins when a manager starts by defining their challenges. From 50+ challenges, managers and team leaders can identify the issues hurting their team.
Test your skills: In the second step, skills and qualities, such as expectation setting and prioritization skills, are tested with the help of leadership skill assessments to see how well you have achieved these critical functions. These assessments help us create detailed reports for skills and abilities.
Start growing: Now comes the good part: where your progress becomes Risely’s agenda. Managers can start making progress with the help of daily nudges, toolkits, and the interactive AI coach – Merlin, who is there for you through thick or thin, whether day or night.

Sounds exciting? You can start a free conversation with Merlin now!

Suprabha Sharma

Suprabha, a versatile professional who blends expertise in human resources and psychology, bridges the divide between people management and personal growth with her novel perspectives at Risely. Her experience as a human resource professional has empowered her to visualize practical solutions for frequent managerial challenges that form the pivot of her writings.

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In the Manager’s Chair: Vivek Singh’s Take on Leadership

Have you ever found yourself viewing your career as a plan or a checklist of actions that you’ve seen others do and be successful ? You did these five things, so you succeeded; you didn’t do those other things, so you failed. It’s a belief many of us carry or carried in our lives, including Vivek Singh, a seasoned leader at the top of his game. At some point, he believed that his specific actions probably led him to where he is today. However, with time, Vivek’s outlook towards success changed, and he realized that success is never linear and is not about executing a set of predetermined actions or plans, but rather is about having the resilience to navigate the unpredictable twists and turns and fostering personal growth along the way. Many experienced professionals would agree with Vivek’s opinion that understanding and navigating success is complex. He drew significant inspiration for his views on success from Nassim Taleb’s book “Fooled by Randomness” which sheds light on the role of luck, uncertainty, human error, risk, and decision-making in shaping our actions that lead to success or failure. So, let’s properly meet Vivek Singh, a management consulting leader with over 14 years of global business and management experience. He leads the supply chain and sustainability transformation services portfolio at Accenture, UK and Ireland. Beyond his business leadership role, Vivek plays a crucial part in shaping the leaders of tomorrow in his organization. As a leader overseeing other leaders, he actively helps them navigate the complexities that arise in the context of their roles, offering insights about potential challenges and relevant guidance to overcome them. Outside the boardroom, Vivek is a tennis enthusiast and keen world affairs reader, who also enjoys exploring how the human mind works and influences behavior in various settings. As we delve into Vivek’s managerial journey, we’ll uncover the meaning of success and gain insights into his views on today’s managers and leaders—identifying their hurdles and exploring the ways they can adapt to the ever-evolving professional world.

Stepping into Leadership: Vivek Singh’s Journey from Individual Contributor to Manager

“I got into the managerial role about nine years back. Getting into this role was a part of the natural progression process at my organization, when one consistently delivers great client projects and business results for one’s organization and team.” Vivek Singh

Like many professionals, Vivek’s moving into a managerial role was a gradual career progression. From the get-go in his career, Vivek wasn’t just clocking in; he was working hard to make a difference with his work ethic, eagerness to do more, discipline to do things well, and desire to make a real impact in whatever he was assigned. Instead of sticking to the job roles and responsibilities, he actively took on duties and projects others brushed aside as not-so-exciting. His dedication and ownership were noticed early on, making him stand out as a genuine asset to the team and organization. Vivek’s transition from a diligent individual contributor to a managerial role tells us that success favors those who are proactive, take on new side-of-the desk work, and show up everyday at work to fully embrace its challenges.

“Having a manager role title and being able to perform that role are pretty different things.” Vivek Singh

In the initial stages of Vivek’s career, by chance and for being well regarded for his work, he got the rare opportunity to lead a small project, wherein he gained insights into the responsibilities of being a team leader. Despite lacking formal training or an official title of a manager, Vivek worked doubly hard to deliver the project on time and with the deliverables that were asked for, giving his bosses a slight sense of his innate leadership traits. But when he officially stepped into the managerial role, he actually understood the gravitas and demanding nature of the role. In retrospect, Vivek shared that he was probably well trained and experienced to lead small to moderate sized projects with limited complexity and ambiguity. But was not prepared to lead relatively larger and more complicated projects that required dealing with vague information and not-so-easy-to-manage stakeholder groups. He tackled this challenge by taking the initiative to shadow senior leaders on such large projects, and also observing and seeking guidance from his seniors, thus learning the difficult art and science of driving results in difficult environments, and being able to transform hurdles into stepping stones in his career journey.

Navigating Leadership: Vivek’s Lessons from Managers

Vivek gained invaluable insights from his senior leaders by observing them during client interactions with high-profile business leaders and individuals, the kinds we see featured on Forbes and Fortune magazine lists. These experiences helped him learn the nuances of effective communication, the knack for adaptability in dynamic situations, and the importance of being well-versed in the issues at hand by anticipating potential conversation patterns.

“I was proactive and well engaged in my business, so I got the opportunity to be with my bosses, which helped me pick up the right skills and mannerisms for engaging in a dynamic and challenging professional setup.” Vivek Singh

The significant learning Vivek grasped through these interactions was the ability to steer conversations towards more favorable scenarios, and driving the solution narratives in a way that genuinely engaged the client. In Vivek’s view, in these business setups, it’s not merely about talking of interesting points; it’s largely about confidently leading the discussion with compelling data, facts, and logical business deductions.

“If I can’t simplify my conversations with my team or clients to a level where I can easily explain them to a teenager, then I consider it a conversation that needs improvement.” Vivek Singh

Consider these two statements about optimizing cost of operations: The first, “Utilizing cutting-edge technological accelerators and compelling process synergies, we aim to optimize the costs through a multifaceted approach, leveraging different lean sigma methodologies.” And then, “We plan to improve the cost situation by using a market leading AI enabled planning tool and smart sourcing benchmarking strategies within direct materials.” The first statement sounded impressive, but the second statement likely resonated more with you, right? This realization struck Vivek early on during his experiences in client discussions. Some of his seniors and colleagues tended to use excessive jargon and verbosity to make their points, much like in the first statement. Vivek realized that, in communication, less is often more. Bombarding conversations with unnecessary jargon only complicates things. Recognizing the true value of clear and well articulated communications, Vivek tries to simplify and make his discussions more objective with everyone involved. He advises new managers to embrace simplicity in their communication for effective leadership.

On the Managerial Frontline: Vivek’s Take on Managers’ Struggles

In his professional journey, Vivek has gotten the opportunity to mentor and work closely with many fresh minds stepping into leadership roles. After spending time with these budding leaders, he’s identified recurring challenges that today’s leaders commonly face. What are these challenges that managers struggle with under his guidance? Let’s unravel these obstacles and explore the potential solutions Vivek suggests. Imagine you have a new manager who was recently promoted and is eager to make an impact. But, they find themselves lost while dealing with diverse personalities and challenging situations. Unsure how to navigate these complexities, they lean on to micromanage their team members, thinking it’s the only way to maintain control and ensure tasks are done correctly. In this scenario, the manager’s inclination toward micromanagement stems from a common struggle — the uncertainty of dealing with challenging situations. It’s a scenario many of us can relate to, where the fear of things going awry leads to an instinctive need for constant oversight.

“Managers should refrain from controlling their team members.” Vivek Singh

In tricky situations like these, Vivek suggests new managers to resist the temptation of micromanagement. Instead, he suggests focusing on cultivating effective communication skills. According to Vivek, managers should communicate expectations and outcomes, ensure alignment within the team, and hold team members accountable for their understanding and delivery. This strategic approach establishes an outcome-driven environment and empowers individuals to fulfill their responsibilities more independently. Vivek’s insight provides a valuable alternative to the pitfalls of micromanagement, fostering efficiency and autonomy within the team. Vivek follows and promotes a purposive leadership style. He defines this approach to leadership as one that is specific to the context and purpose it seeks to achieve. His leadership approach also aligns with the Contingency Theory of Leadership, particularly Fiedler’s, which acknowledges that no universal leadership strategy applies to all situations. He encourages managers to adopt a purposive style if it aligns with their goals and the unique needs of their teams. He believes this slight change in the approach enables managers to tailor their strategies, ensuring effectiveness across different scenarios. Vivek also shared that it is common for many new managers to start controlling their teams and develop a sense of superiority because of the newfound authority.

“New managers should let go of ego and implicit arrogance.” Vivek Singh

Vivek emphasizes that humility and acting with responsibility are pivotal in a manager’s role. Individuals in leadership positions are often looked up to and relied upon. According to him, succumbing to ego, displaying arrogance, or getting involved in office politics is detrimental to effective leadership, hindering the creation of a positive, results-driven and collaborative work environment. Moreover, he believes maintaining a delicate equilibrium between firmness and approachability or flexibility is crucial. Striking this balance ensures that you, as a manager, are neither perceived as weak nor overly authoritative, fostering a work environment conducive to collaboration and growth. Mid-level managers often grapple with another common challenge—sourcing the right resources and expertise to carry out their responsibilities effectively. In the dynamic landscape of managerial roles, they frequently encounter situations where the available resources either fall short of or are inadequate for the diverse demands posed by their projects.

“Managers are struggling with suitable resources to do a particular task.” Vivek Singh

According to him, it goes beyond merely obtaining resources; it’s about curating the perfect blend of foresight, vision, tools, time, funds and, most crucially, assembling the right team to tackle the job at hand. Suppose a manager is gearing up to execute a project but is faced with the challenge of not having all the necessary skills to do the job. In Vivek’s view, managers should see this as an opportunity instead of a roadblock. They should proactively identify the gaps and organize upskilling sessions for the team. Managers should encourage each team member to align their personal development goals with the project’s needs. In his view, this strategic approach enhances the team’s overall capabilities and creates a win-win scenario. Vivek says this strategic approach ensures a smooth and effective path to progress, transforming the scarcity of resources into an opportunity for innovation and collaboration. By recognizing and leveraging the untapped and unique skills within the team, managers can also find alternative ways to navigate the constraints and propel toward delivery success.

“If managers cannot think through and build a vision, then success can be a struggle.” Vivek Singh

Another challenge that managers deal with is the development of advanced clarity and vision. In a world of complexities, forming a clear and compelling vision for a business matter or project isn’t always a walk in the park. Vivek suggests that addressing this challenge requires breaking down complex visions into actionable steps, ensuring each team member understands their role and contribution. By fostering a shared vision, managers enhance the likelihood of success. He believes that having the right resources and a clear vision are interlinked. It’s similar to having the necessary tools and a plan to make your work easier. In the workplace, managing resources well and having a clear vision are like two sides of the same coin. Vivek advises mid-level managers to understand how these aspects work together to lead a team effectively.

“The energy emitted when one is authentic and genuine surpasses that of human love tenfold.” Vivek Singh

Senior managers often struggle to stay authentic in their leadership roles. This challenge is not unique to leaders; we all face moments where staying true to ourselves amidst professional responsibilities can be demanding. However, according to Vivek, projecting an honest and real image is crucial. This authenticity has a powerful impact on team dynamics, fostering trust and collaboration. When senior managers consistently portray their true selves, it shapes a team that aligns better with the organization’s goals. This genuine approach creates a positive and productive work environment where authenticity catalyzes success.

Vivek’s Tips for Aspiring Managers

Vivek, a mentor to many, has some simple but effective tips for managers that he learned through his journey while interacting with the world’s top leaders. He believes a manager’s success is not just about being good at the job but also about having a team that trusts them and shares the same vision.

“Being a lone wolf in business does not work.” Vivek Singh

Vivek emphasizes that authentic leadership is about working together and building trust. He says managers who try to make it alone don’t succeed. Vivek’s most important tip for upcoming leaders and managers is prioritizing long-term relationships for success. He believes sustained success is built on valuing team members and avoiding distractions like ego and arrogance.

“Valuing and investing long-term relationships takes you a long way in a leadership role.” Vivek Singh

Instead of viewing their position as absolute power, he advises managers to consider it a responsibility. Vivek encourages managers to let go of personal agendas, opting for authentic and caring relationships with their team members. This, he believes, is the path to enduring success in leadership.

“All your successes and failures don’t define you. They are transient.” Vivek Singh

Vivek believes managers shouldn’t take everyday successes and failures too seriously. According to him, these moments are temporary and don’t define one’s overall success and effort. Instead, he encourages future managers to focus on constant learning, adaptability, and maintaining consistent effort in their work. Success is a continuous journey marked by growth and dedication rather than being solely determined by individual victories or setbacks.

How can Risely help you?

Vivek Singh has honed his leadership style by observing the world’s top leaders, an opportunity not every aspiring manager may have. As he wisely puts it, making mistakes is part of the journey, but the crucial aspect is learning and growing from them. Recognizing managers’ unique challenges, Risely steps in as a solution. Risely is a platform for managers, offering the guidance and support needed to navigate their leadership journeys. With tailored steps and insights, Risely assists managers in refining their approaches and unlocking their true potential. Here’s how Risely solves challenges for today’s managers and leaders:

Identify your challenges: The journey begins when a manager starts by defining their challenges. From 30+ challenges, managers and team leaders can identify the issues hurting their team.
Test your skills: In the second step, skills and qualities, such as expectation setting and prioritization skills, are tested to see how well managers have achieved these critical functions. These assessments teach them about their skills and abilities with detailed reports.
Start growing: With time, managers can start making progress with the help of daily nudges provided by Risely. It dynamically supports the manager’s progress through resources like toolkits, samples, and assessments.

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Rising to the Challenge: Shruthi Kamath’s Path to Becoming a Manager

“Can I really do this?” It’s a question that echoes in the minds of countless professionals contemplating a leap into management. The fear of the unknown, the anxiety of making decisions that impact others, and the worry about losing the familiar comfort of their existing roles – these are the emotions that grip many aspiring managers. Meet Shruthi Kamath, a Senior Customer Success manager with nearly eleven years of professional experience. She deals with client communication, understands their requirements, and gives them the experience of the product and services. Shruthi is a creative and self-driven person who enjoys turning her ideas into reality. She always gives her best in every project she takes on. But as a manager, like so many others, she was initially scared at the mere thought of becoming a manager. We’ll talk about her fears and hesitations about taking on the role and how she turned those feelings around and became the excellent manager she is today. Her professional story demonstrates how embracing the unknown can lead to remarkable professional and personal growth.

A Change of Heart: How Support and Self-Discovery Overcome Hesitation

“I thought I could never become a manager because it never seemed like my cup of tea.” Shruthi Kamath

Initially, when Shruthi got an opportunity to become a manager, the idea didn’t sit well with her. She had reservations, mainly because of the negative stereotypes associated with the managerial role. The common belief that team members often dislike their managers weighed heavily on her mind. In retrospect, Shruthi’s reluctance to take on a managerial role primarily stemmed from her concern about positively impacting her team. The thought of stepping into a managerial role brought the weight of wondering whether she could contribute positively to her team’s dynamics. The hesitation wasn’t rooted in self-doubt but rather in a genuine desire to ensure that her influence on the team would be constructive and beneficial. This thoughtful consideration lingered in her mind as she contemplated embracing the role of a manager.

“Managing people is a challenging task.” Shruthi Kamath

Another reason why the idea of stepping into a manager’s shoes didn’t initially appeal to Shruthi was the complexity associated with the managerial role.She had always been the kind of professional who thrived on improving and streamlining processes. The thought of whether she could effectively manage it all made her uncertain. After all, managing people is often considered one of the most challenging tasks in the professional world. As a manager, the to-do list seems endless. You need to understand each team member’s unique work style, what motivates them, and how to inspire them to achieve their goals. You have to ensure that the work gets done on time and that your team is content working under your leadership. And, as if that wasn’t enough, you still have your own tasks to complete. The sheer magnitude of it all made her wonder if she could juggle it successfully. After some conversations with her colleagues and seniors, Shruthi began to see the manager’s role in a new light. It dawned on her that this might be the next step for her growth and professional development. With her seniors’ and colleagues’ support and encouragement, she decided to take the leap. Stepping into the managerial role turned out to be an enlightening journey and became an opportunity for self-discovery, too. With every interaction, she learned valuable lessons, not just about managing others but about understanding herself better.

Early Days of Leadership: Shruthi Kamath’s Managerial Challenges

“I would explain the tasks at hand clearly and would still sense a little doubt in the room.” Shruthi Kamath

For Shruthi, a first-time manager, the initial hurdle she faced was ensuring that her team members fully grasped the task at hand, aiming to bridge potential communication gaps. Often, she found herself in a situation where she would explain things to her team, only to realize that her message hadn’t landed as intended. Sometimes, it was frustrating for her to repeat herself and still be uncertain whether her explanations had truly resolved the issues or if her team truly understood her. This challenge became a significant learning curve, pushing her to find more effective ways to communicate her ideas and tasks. As the meticulous professional that Shruthi is, she was determined to solve this challenge; after a few trial and error methods, she found a method that worked for her team.

“To tackle the communication gap effectively, I started doing a simple exercise after discussions.” Shruthi Kamath

To handle the communication challenge head-on, Shruthi initiated a simple yet clever exercise within her team. She began by articulating what needed to be done and then asked her team members to repeat what was articulated once she had finished. It was an easy yet effective approach designed to uncover gaps in understanding and ensure that her messages were crystal clear. This exercise not only made it easier for her to identify communication gaps but also allowed her team to actively participate in the process of bridging those gaps. It was a step towards fostering a more cohesive and communicative team where everyone was on the same page.

“I had a hard time understanding the team’s point of view and building empathy.” Shruthi Kamath

Another significant challenge Shruthi grappled with was seeing things from her team’s perspective to understand what was causing delays and struggles. At times, it seemed to her like they weren’t doing their job properly. It was a learning curve for her, a journey of self-discovery. She realized that in her role as a manager, it was crucial to comprehend what her team members were going through. Without this understanding, frustration might have been her default response when they didn’t meet her expectations. So, she embarked on a mission to bridge this gap. She knew that it was vital to get to the root of the issue. Shruthi discovered the importance of diving into her team members’ backgrounds, understanding their challenges, and providing support where needed. She understood that without this empathy, simply reprimanding them for not meeting her demands wasn’t a constructive approach. Shruthi made it a practice to connect with her team members personally. She engaged them in conversations where they felt safe to open up and share their concerns. By creating this atmosphere of trust and open communication, she discovered a whole new dimension to her role as a manager. It wasn’t just about directing tasks; it was about being there for her team, understanding their struggles, and helping them overcome obstacles.

“I used to get worked up easily if something didn’t go according to the plan.” Shruthi Kamath

Shruthi used to find herself quickly getting worked up when things didn’t go according to plan, often reacting critically in the face of unexpected challenges. Recognizing this as a challenge, she embarked on a mission to improve her approach. Her turning point came when she realized that not everything unfolds as planned. Instead of reacting impulsively, she opted for a more measured response. When confronted with a situation that triggered frustration, she chose to sit with it, allowing herself to process the emotions it evoked. Only when she felt composed and clear-headed did she engage with the situation. This transformation wasn’t just about managing her reactions; it was also about fairness. She understood it wasn’t right to react abruptly with her team members for circumstances beyond their control. This shift in her response and perspective marked a significant milestone in her managerial journey.

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Shruthi’s Managerial Mantra: Active Listening and Constructive Feedback

“As a manager, I assure that I am here and willing to listen to what my team says.” Shruthi Kamath

Shruthi has the most visionary ideas in the room, and she recalls that when her managers heard her out and engaged with her thoughts, her job satisfaction and overall work engagement soared. Knowing the importance of out-of-the-box thinking, she, as a manager, carries this belief of active listening into her role. She considers it vital to encourage her team members when they approach her with their ideas. For Shruthi, being open and receptive to these ideas is a fundamental practice. For her, sharing ideas is not just about whether they will be implemented; it goes far beyond that. She never dismisses her team members’ contributions outright, nor does she label any idea as unimportant. Instead, she listens attentively, asking questions and showing genuine interest in understanding the concepts presented. This approach is more than just about ideas; it fosters trust and a healthy rapport within her team. By demonstrating a willingness to consider and engage with her team’s input, Shruthi cultivates an environment where every member feels valued and respected. This trust and respect not only lead to stronger teamwork but also contribute to overall job satisfaction and engagement in the workplace.

“I make sure to check in with my team regularly and give them constructive feedback.” Shruthi Kamath

Shruthi’s experience in her career taught her the value of receiving constructive feedback, something she felt she had been lacking in her career initially. As a manager now, she has made it a point to ensure that her team members receive the feedback they need. What sets her approach apart is her skill in delivering feedback in a manner that doesn’t leave her team members feeling disheartened. She takes a thoughtful approach to identifying the right way to provide feedback, always aiming for a constructive conversation. Her feedback isn’t about making her team members upset; it’s about helping them improve their work. She provides them with clear guidance on how they can enhance their performance. Shruthi’s feedback strategy involves beginning with something positive, acknowledging the areas where they’ve excelled, and then gently introducing areas where there is room for improvement. This balanced approach creates an atmosphere of growth and development, where her team members can receive feedback with an open mind, knowing it’s geared towards their success. This approach ensures her team members feel supported and motivated to enhance their work continuously.

Wrapping up

As Shruthi’s journey as a manager unfolds, she’s shown a remarkable ability to recognize her shortcomings and proactively address them. Her determination to avoid falling into the stereotype of managers she once feared has fueled her growth in this new role. While she humbly admits she still has much to learn, it’s impossible to ignore her genuine enthusiasm when discussing her newfound role. For Shruthi, the real charm of being a manager lies in the trust her team members place in her. It’s not just about overseeing projects and making decisions—it’s about those moments when her teammates approach her with problems or seek her advice. To her, there’s nothing quite as rewarding as being a reliable source of guidance and support for her team. Witnessing her colleagues look up to her, trusting her judgment, and seeking her assistance has become the most fulfilling part of her managerial journey. As Shruthi continues on this path, it’s evident that her journey as a manager is not just a professional milestone—it’s a personal evolution.

How can Risely help?

Shruthi Kamath has developed her leadership style and perspective through her experience and seniors’ guidance. Her journey to overcome hesitance and become a confident manager is commendable. However, it’s essential to recognize that not all managers have the same time, resources, and opportunities to perfect their leadership style. Every manager is unique in their leadership style and challenges. That’s where Risely comes in. Risely offers a platform for managers to seek the guidance and support they need to navigate their leadership journey. It provides tailored steps and insights to help managers refine their approach and achieve their true potential. Here’s how Risely solves challenges for many Managers like Shruthi:

Identify your challenges: The journey begins when a manager starts by defining their challenges. From 30+ challenges, managers and team leaders can identify the issues hurting their team.
Test your skills: In the second step, skills and qualities are tested, such as expectation setting and prioritization skills, to see how well managers have achieved these critical functions. Based on these assessments, they learn about their skills and abilities with detailed reports.
Start growing: With time, managers can start making progress with the help of daily nudges provided by Risely. It dynamically supports the manager’s progress through resources like toolkits, samples, and assessments.

Risely, the AI co-pilot for leadership development, makes the road easy for up-and-coming managers and team leaders. While you are navigating the new ways of a managerial role, Risely takes the lead on your growth and creates personalized learning journeys leading toward your professional goals. In a busy world, it’s the buddy you need to succeed!

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AI and Management: Preparing for the New Way of Work

Nearly a century ago, celebrated economist Keynes remarked, “We are being afflicted with a new disease – technological unemployment.” As we stand on the verge of a new technological revolution in a post-pandemic world, our understanding of work, workplaces, and workers is set to be altered once again. Frequent layoffs have become a thing of the present era without much anticipation of relief as the global economy continues its downturn. But there’s another entity to blame: AI. The threat of artificial intelligence on various jobs is rising; the fear has now taken up a new name – AI exposure. Yet, there is much to be understood in this discourse, which is increasingly shaped by alarming voices rather than clear ideas. Earlier this year, a report by the multinational HR company Challenger, Gray & Christmas revealed that AI was responsible for 4,000 jobs lost in May, accounting for 4.9% of all jobs lost across sectors in the month in the US. The findings triggered rapid reactions and apprehensions about the future of work, with statements from organizations like IBM and the US’s National Eating Disorder Association, which adopted an AI chatbot to replace its helpline services, pointing toward a future of work compatible with AI. Fears of job replacement are not unfounded, but how valid are they in the present? Let’s find out right from the beginning.

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AI and Management: Preparing for the New Way of Work
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Previous Eras of Change

The 21st century is not the first time technological change has come knocking and changed how we work. It has happened before, twice, primarily if we go by the trends.

The Responses to Industrial Revolution

In the summers of 1830, Barthélemy Thimonnier was a happy man. A French tailor, he had patented a design for sewing machines and set up the first machine-based clothing manufacturing unit to cater to the needs of the French army. With success, trouble followed suit. Thimonnier’s workshop was the center of a riot, and angry workers burned down his factory over the fear of losing their livelihood as machine arms were replacing their hands. Thus began the first foray of man and machine over an industry that was set to be revolutionized in the years to come with the help of much more advanced technologies.

Digital Revolution and the Future

A hundred years passed, and humanity looked at a similar yet broader challenge. In a world that had been made so different by the Industrial Revolution, another wave of technology rushed in. While meeting skepticism initially, the broad consensus now agrees that digital technology alters and creates jobs. An ILO study focusing on the EU gave much more clarity: digital skills are set to become the bedrock of effective work along with non-cognitive skills. A supplementary function of technology is set to redefine many jobs, especially those at high risk of automation. This puts the spotlight on the managers and HR professionals leading organizations through these changes and preparing them to adapt.

Present and Beyond – The New Wave of Change

The present age is marked by technology assisting humans in every nook and corner. There is a marked shift from the sewing machine riots of the earlier centuries – technology is now viewed as a complementary force instead of a challenger. Hence, the popular opinion calls for a mid-way, where workers upskill themselves to become more productive by utilizing technologies. Organizations are called in to support this transition by enabling opportunities for their workers.

Anywhere between 75 and 375 million workers (3% to 14% of the global workforce) will seek career alternatives by 2030 to stay relevant as companies increasingly seek automated solutions. Jobs lost, jobs gained, McKinsey

What’s Happening? And What’s More?

David Autor, MIT economist, noted, “A lot of professional work combines some element of routine information processing with an element of judgment and discretion. That’s where software has always fallen short. But with AI that type of work is much more in the kill path.” Such ideas bring us back to what we started with – the prediction of technological unemployment. Before heading on developing responses to the new wave of technologies that include AI, immersive techs like AR and VR, and much more, the key lies in understanding what impact they will create. Yet, there is a gap here. A number of studies are conducted across the US and EU to explore these areas, which leave out the Global South. These studies, like the one focusing on the EU, have revealed that the vulnerability of a job to AI varies across many factors – including how work is done, where it is done, and who the workers are. It further requires strong assumptions about future demand for goods and services, organization of production processes, rate of adoption of technologies, cultural and institutional factors, and changes in consumer preference. Interestingly, the impact focuses heavily on white collar workers, who have been largely assumed to be safe from such shifts. As Pew Research reports, jobs in high-paying fields that typically need a college education and analytical skills are ranked higher for AI exposure. Still, we can surmise a few key points:

Jobs that do not involve complex social interactions and have routine processes are more susceptible to automation.
Job creation is going to compensate for these changes. As new tech evolves, it will create novel opportunities and jobs to mitigate the negative impact.
AI changes things: While the earlier eras hurt the blue collar workers, white collar employees are facing the brunt now.

Such a picture leads us to job growth that is uneven and concentrated at both ends of the ladder. At the first end, we have minute skills that machines cannot replicate, while social interactions that enable business lie at another.

The 21st Century Manager

Over the years, managers and leaders have become an essential element in the success of any organization through their resourcefulness and strategic insights. As the world heads toward a new way of working, this profession is set to digest wide-ranging changes as well. A glimpse of these changes became evident during the pandemic-induced remote working modes. The managers of the day favor a definition that emphasizes collective growth and agility with a strong focus on efficiency. How well does this profession hold on against AI? Let’s try to figure out.

From Personnel Management to Human Resources

As work has changed – from being organized primarily around manufacturing centers to concentrating on providing services – the importance of managers is felt more vital than ever. Things started picking pace with the Industrial Revolution, later creating the space where the concepts of Scientific Management and Administrative Management played out until the need for a human touch was felt! As the field of personnel management stood at a nascent stage in those eras, some substantial changes and contributions later cemented themselves as the classical and neoclassical schools of management theory. In the present age, however, there is a lack of developments that can prepare managers to tackle new challenges head-on.

AI in Management: Envisioning the Future

Currently, automation is set to have widely varying impacts across countries and sectors. The positive side is that automation and AI for managers cannot replace functions like people management that rely heavily on social interaction. It ensures that jobs in the management field are primarily safe from a wipe-out. But does that mean consistency in the roles itself? Probably not. The inclusion of AI at work does not replace but instead redefines jobs. So, the people in one role might not lose jobs, but they would work differently. For instance, for an HR Generalist, the addition of technology ensures that they are cutting down on manual tasks – payroll management is automated, surveys are digital, and forums are hosted online! As per McKinsey, management features in the list of areas estimated to witness the highest job growth upon automation. Some indicators point to 75% growth in India and around 15% in the US within the industry by 2030.

AI in Management: A Challenger, or a Helping Hand?

Companies like Hilton and American Express that have adopted AI in some aspects of their work are returning for more. The world for managers is taking a new turn for sure. As the WEF also highlighted, by automating the administrative aspects of a manager’s role, there’s much more that they can do with their soft skills. Based on surveys, people are excited to welcome AI and technology into their workplaces. There is a split here as well.

While workers rank managers better in areas like empathy and coaching, they prefer a robot when they need unbiased information, manage data, and manage schedules for day-to-day stuff. Hence, AI in management is taking up some functions and allowing managers to focus extensively on the rest. The manager of the future uses their excellent soft skills to build a great team culture and envisions success through strategic planning instead of muddling their head in sheets and schedules. Moreover, there lies the question of adoption of AI for managers in workplaces. An unwelcoming culture and lack of data show up as the most significant hurdles in the way of AI adoption at work for management professionals. Managers who can work along these lines by understanding the scope and utility of tech, as well as executing it effectively, are needed to build the future of work. So, to sum up, there are twin capabilities to balance and develop as managers – people management and technology management.

The Case for Building Skills in the Era of AI and Management

Now that the world of a manager is not just limited to their teams, their skills also call for a broader approach. As managers in the present era, some defining qualities become the sine qua non, namely, agility and empathy. An agile framework for managers, encapsulated in a growth mindset, would be the key to professional and personal success. While the world undergoes rapid changes, managers must also tackle novel challenges that arise with the broader use of advanced tech across generations; focusing on empathy in these interactions is vital for success.

Managerial Skills – What to Build and Break

A paper from the Journal of Decision Systems, titled “The impacts of artificial intelligence on managerial skills” signals changes in the managerial skill sets of the day based on inputs from over a hundred AI experts. First, there are some areas that AI for managers will augment and support. Think of functions that can help managers save time and raise efficiency – analyzing complex data to support decision-making, screening profiles, dealing with work pressure through solid time management and scheduling, etc. On this extreme lies another set of skills that AI in management can replace to a large extent with the proper backing from organizations. These include functions that call for routine cognitive tasks such as gathering information and making simple decisions. The last and most exciting part includes skills that will be the need of the hour to envision and execute an AI-powered workplace as a manager. First, managers need to start with technical know-how to understand the technologies they are working with. HRs rate the ability to use AI tools as the top preferred digital skill but simultaneously expect a wide gap and training opportunities, too, signaling the need for coaching and guidance ability on the part of managers. Moreover, AI and management together make a risky business. There are potential harms that come along with the benefits. Managers need to be prepared to handle risk and the ethical and behavioral challenges bound to arise from these interventions. Hence, judgment and ethical decision-making abilities become very important. Lastly, the movement of an organization from a conventional to an AI-led approach to work is a significant shift. Managers leading this change need to be open-minded and spread the same ideas. Effective communication to secure buy-in and establish trust, change management to facilitate the move, and collaboration across the various functions would be essential skills to hone for any manager. But not all is about what’s about to happen. Some areas remain constant as the manager’s field of play, namely, leadership and imagination. The complex interactions and skills needed here are beyond the realm of AI and remain critical abilities for successful managers.

How to Grow skills? Searching Solutions that Solve for the Present

This occasion gives an excellent opportunity to remember the first law of digital innovation: Technology changes quickly, but organizations change much more slowly. Given that there is an evident shift in skills, managers need to succeed; the question is – can managers navigate these changes? Here, we need to think of what managers need to do to build their skills. There is the same old list: we have management gurus sharing success mantras, three-day workshops that cover everything, and self-led paths with questionable conclusions. Organizations are experiencing an evident gap in solutions that solve for the present – a fast-paced world where problems need resolutions as they come.

“Many learners find it tedious to watch lengthy video content. Traditional training methods, besides being both time-consuming and costly, frequently fall short of meeting the demands of modern workplaces. Through my extensive conversations with Learning and Development (L&D) professionals throughout the years, I’ve concluded that there is a strong demand for interactive learning tools, specifically customized videos that captivate learners effectively. Furthermore, incorporating features such as self-paced learning and incentives along the learning path can significantly boost completion rates. Effective training for professional success should be tailored to individuals’ specific requirements rather than relying on monotonous slides and seminars.” Vishnu Raned, CEO of VideoKen

The new leadership and manager development solutions must sing the tale of the time. All in all, the approach needs:

A fast-paced method that solves challenges in real-time
Personalization over generic ideas to enable precise interventions
Multiple avenues to involve various perspectives and cultivate innovation
Presentation in easily accessible as well as modern formats

Nonetheless, many organizations are searching for the perfect development solution for their managers. A lot of them believe that their workforce already has the necessary skills, while the workers wait for training and help to navigate new technologies as they come.

Anxieties Over AI in Management and Overcoming Them

The presence of AI in management along with other advanced technology undoubtedly leads to career anxiety among management professionals. Accenture’s H. James Wilson, managing director, says, “The No. 1 source of worker anxiety is around ensuring the relevance of their skills.” With the predictions of significant job changes in the job market and roles, there are apparent concerns about future bug managers. However, managers can overcome these risks by building the skills needed for the future of work. As AI cannot reach specific areas, leadership and imagination remain the entitlements of managers. Until now, professionals have had to compete with other professionals who have their own unique set of strengths and challenges. This competition has been relatively high, as we all know. And to top all this, we now have AI to compete with. With all this, workplace stress has become a regular visitor in our lives. So much so that we don’t even notice when this stress takes the shape of anxiety, and a significant part of our time and energy goes into analyzing all things that could go wrong, our (perceived) shortcomings, lack of skill, etc. And technological advancements indeed make our lives turn around like AI is now. But it’s also true that we eventually come back to the unique qualities and attributes that humans bring, which AI cannot. Yes, AI can change how humans work, and we should use it to enhance our work and guide us to growth and development as leaders. A few ways to get started on a healthy note with AI in management can be:

Be aware and proud of your unique attributes that make you helpful at the workplace.
Education and self-awareness – be truthful about how much you know and what else you need to learn.
Keep yourself updated with new advancements so that you don’t get behind.
Collaborate and connect with colleagues and mentors to share your concerns.
Incorporate AI into your teams in smaller projects instead of large-scale implementations. Understand how it works and impacts your team, and learn and grow from there.

Conclusion

As we look to the future, it’s evident that we’re on the cusp of a new technological revolution, reshaping the landscape of work, workplaces, and the role of workers. The ominous specter of technological unemployment, once foreseen by Keynes, has taken on a new form – AI exposure. This era is marked by the rapid integration of artificial intelligence into various facets of work, raising concerns about the future of employment. Historically, humanity has weathered technological changes, notably the Industrial and Digital Revolutions, which transformed how we work. These shifts had their share of challenges and opportunities, and the advent of AI is no exception. However, AI’s role is more complementary than adversarial. Workers are expected to upskill and work alongside technology, fostering a more nuanced relationship. As AI redefines roles, managers, often seen as safe from automation, are also experiencing shifts in their functions. AI isn’t replacing managers; it’s augmenting their capabilities. To thrive in this evolving landscape, managers need to develop a dual proficiency in people management and technology management. They must possess the skills to harness AI in management to enhance their decision-making and efficiency while remaining committed to fostering collaboration, innovation, and a positive work culture. While the advent of AI in management understandably brings anxieties about job security and relevance, managers can overcome these challenges by embracing the technology and focusing on developing their leadership and imaginative skills. AI for managers may complement their abilities, but it cannot replace the unique qualities that define the role of a manager in the workplace. By doing so, you can confidently navigate the ever-changing world of work and lead your teams to success in an AI-enhanced future.

Deeksha Sharma

Deeksha, with a solid educational background in human resources, bridges the gap between your goals and you with valuable insights and strategies within leadership development. Her unique perspectives, powered by voracious reading, lead to thoughtful pieces that tie conventional know-how and innovative approaches together to enable success for management professionals.

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Understanding Modern Leadership: Ananya Narang’s Perspective on Team Management

Founders and managers, the unsung heroes of the business world, often find themselves juggling various challenges. From instilling accountability to motivating their diverse team members, these leaders carry the weight of creating a harmonious and productive work environment. One of the biggest hurdles for leaders is managing people. It’s like trying to find your way through a maze, but instead of walls, leaders are dealing with different personalities, work styles, and expectations from team members. Their job is to make sure everyone works well together. This means dealing with personal conflicts, helping the team do their best, and ensuring everyone stays motivated to reach the same goals. Then there’s the issue of time. Managers always feel like they’re racing against the clock. They have many things to do – overseeing important projects, attending meetings, and ensuring their team is happy. It’s like trying to fit too many puzzle pieces into a small frame. These challenges might not be talked about as much as they should be, but they’re real for managers and founders. In this manager story, we will hear from Ananya Narang, who has faced these challenges head-on. She will share her experiences, insights, and strategies that helped her and can help other leaders like her. Ananya Narang, founder of Entourage Marketing, aims to empower startups and founders on their path to success. Her startup has a straightforward mission: to assist emerging startups in becoming strong and influential players in their respective markets. Ananya’s professional journey is nothing short of captivating. Over the past 2-3 years, she has worn many hats in the dynamic field of content and marketing. Her roles ranged from freelancing to collaborating with renowned brands and their marketing departments. This diverse experience has given her a unique perspective, enabling her to understand how each stakeholder approaches and solves complex marketing and content department challenges.

The Unpredictable Nature of Leadership: Challenges of Ananya Narang’s Journey

“Nobody can ever prepare themselves for a leadership role because there is a new set of challenges every day.” – Ananya Narang

Considering her prior work with numerous founders and in-depth discussions about their entrepreneurial journeys, Ananya had a semblance of what lay ahead. She mentally felt well-prepared, believing she knew the challenges that awaited her. However, life has a knack for throwing curveballs when you least expect it. As a founder, Ananya was in many complex situations in the initial months; the only thing that helped her get through was her perseverance to make a mark for herself.

“In the leadership role, you don’t only have to deal with your team but also several other stakeholders- clients, ecosystem partners, influencers and what not!” -Ananya Narang

Ananya identifies that the most persistent challenge she grapples with as a founder is the complex task of comprehending diverse individuals within and outside the team. She recognizes that each person possesses a distinct thought process, coping mechanisms for various situations, and unique communication styles. Achieving a balance between her team members, stakeholders, and their distinctive communication styles and work approaches while effectively conveying her perspective in different scenarios stands out as an ongoing struggle that demands continuous adaptation and learning.

“Sometimes, as a leader, keeping track of time becomes very challenging.” -Ananya Narang

As a leader, effective time management remains a vital responsibility. This role requires a delicate balance between providing valuable support to team members and ensuring that essential tasks are not incomplete. It’s also crucial to remember that, amid these responsibilities, leaders must also prioritize and manage their personal lives. Disrupting the equilibrium can have far-reaching effects on a leader’s personal and professional life. To manage time effectively, Ananya has shared a few tips she follows to remain productive and on time.

“One of the most undermined assets is calendar blocking.” -Ananya Narang

Ananya advocates a proactive approach to time management for fellow founders and leaders. Her advice centers on maintaining a meticulous calendar and planning daily to maximize productivity. Even for a brief 10-minute call, she stresses the importance of scheduling it beforehand. This practice ensures that both parties are well-prepared, minimizing the likelihood of missed calls or disorganized meetings. Additionally, Ananya employs a strategic approach to managing her time. She begins her day by tackling the toughest calls and addressing the most significant challenges head-on. This proactive stance allows her to confront critical issues as the day’s first task, ensuring a focused and clear mindset. Throughout her day, she carefully allocates specific time slots to address conversations based on their priority levels. This systematic approach keeps her well-informed about her team members’ concerns and critical information and facilitates effective leadership and timely issue resolution. By structuring her day in this manner, she exemplifies a thoughtful and organized leadership style, ensuring that her team’s needs and commitments receive the attention they deserve.

Ananya’s Top 3 Strategies for Building Long-term Vision in a Team

Ananya is a leader who refrains from micromanaging. Her leadership style revolves around illuminating the impact of her team’s work, ensuring they comprehend the “why” behind their tasks, and presenting the bigger picture. Rather than controlling every detail, she empowers her team by fostering understanding and a sense of purpose. But she also understands showing the bigger picture is easier said than done. She has shared a few steps that helped her open up this broader view to her team.

“It is important for candidates to understand the culture of the company.” -Ananya Narang

In the modern workplace, GenZ’s unique expectations have reshaped the dynamics between managers and employees. A Deloitte study revealed a trend: Gen Z values purpose and job satisfaction over higher salaries, challenging the conventional wisdom about workplace motivation. Ananya is one of those leaders whose strategy revolves around illuminating the bigger picture for her team. She passionately communicates the company’s mission and visionary goals, fostering a profound understanding among her team members. This shared vision not only instills purpose but also fuels a collective passion, pushing the team toward common objectives. In the face of these shifting paradigms, leaders like Ananya play a pivotal role, inspiring teams to work harmoniously towards shared goals. By focusing on intrinsic motivators and offering a compelling vision, Ananya’s approach not only ensures the company’s success but also cultivates a motivated and resilient workforce.

“Illuminate the ‘Why,’ and motivation becomes the ‘How.” -Ananya Narang

Ananya’s second step in creating a long-term vision involves explaining the “why” behind every task. Through her leadership experiences, she has consistently witnessed the transformative power of team members, understanding the significance of their work. This understanding, she believes, kindles a profound sense of purpose and commitment, eliminating the need for external motivation. Ananya’s leadership approach is intricately woven with this principle as she strives to unveil the deeper purpose behind each task, ultimately inspiring her team to give their absolute best. In her eyes, spoon-feeding tasks are equally counterproductive as spoon-feeding solutions. Ananya ardently advocates that it’s not just about instructing people on what to do; it’s about teaching them how to think. This leadership style promotes independence, cultivates critical thinking, and sparks innovation within her team. As a result, her team members approach challenges with confidence and creativity, knowing they possess the skills to navigate them effectively.

“My main job as a leader is to just Communicate” – Ananya Narang

The third step in Ananya’s strategy for nurturing a long-term vision among her team members involves a deeply personalized approach. Ananya goes the extra mile by regularly sitting down for one-on-one discussions with each team member, delving into their dreams and personal goals. It’s a unique approach that showcases her genuine care and commitment to their success. As Ananya sees it, communication is at the heart of leadership. She emphasizes the importance of conveying the right message to the right people, and she practices what she preaches. From individual meetings to full-team gatherings, she believes in the power of regular and effective communication to ensure that her team is on the same page and moving toward their long-term vision. It fosters an environment where team members see themselves as contributors to the organization’s goals and individuals whose growth and ambitions are supported by their leader. Ultimately, Ananya’s commitment to understanding and assisting her team in achieving their aspirations contributes to establishing a dedicated, motivated, and loyal group of professionals aligned with the company’s long-term vision.

Tips for Leaders to Understand Modern Employee Expectations

From Ananya’s perspective, the evolving workforce landscape demands leaders to elevate their management strategies.

“Work is not just about making money anymore.” – Ananya Narang

Changing workplace expectations of employees is influenced by many factors, such as evolving generational dynamics and societal shifts, which have brought forth a shift in how we perceive work. Work is no longer just a means of earning a paycheck; it carries more profound sentiments like fulfillment, acknowledgment, personal growth, recognition, and respect. Therefore, founders and managers must delve into what their employees seek from their work environment. Understanding and analyzing these desires within the working ecosystem is pivotal to effective leadership to keep them productive and engaged.

“When there is no trust, there is no team.” – Ananya Narang

She believes managers shouldn’t perceive themselves as sitting at the top of a hierarchy, detached from their team members. Instead, they should position themselves at the center, among their team. By doing so, managers can foster trust and rapport with their team members. When team members perceive their manager as one of them, someone who understands their challenges, concerns, and aspirations, they are more likely to trust and respect that manager. This trust is essential for effective leadership because it promotes open communication, collaboration, and a sense of unity within the team. In the world of startups, leaders like Ananya tackle some real challenges, from dealing with unique personalities to racing against the clock. Ananya’s journey shows us that leadership is full of surprises – no two days are alike! Her secret sauce? She understands her team, shares a clear vision, and cheers on their personal goals. Nowadays, it’s not just about making money; it’s about finding meaning, satisfaction, and personal growth. Ananya’s story is a reminder that trust, understanding, and clear communication are the keys to excellent leadership – building a team that’s motivated and super loyal!

How Risely helps managers achieve their true potential?

Ananya Narang has developed her leadership approach and perspective through keen observation and experience. Her focus on communicating with team members rather than giving orders must resonate with many busy managers and leaders juggling multiple tasks while trying to build their businesses. However, it’s essential to recognize that not all managers with this mindset have access to the same level of time and patience. Every manager is unique in their leadership style and challenges. That’s where Risely comes in. Risely offers a platform for managers to seek the guidance and support they need to navigate their leadership journey. It provides tailored steps and insights to help managers refine their approach and achieve their true potential. Here’s how Risely solves challenges for many Founders and Managers like Ananya:

Identify your challenges: The journey begins when a manager starts by defining their challenges. From 30+ challenges, managers and team leaders can identify the issues hurting their team.
Test your skills: In the second step, skills and qualities are tested, such as expectation setting and prioritization skills, to see how well managers have achieved these critical functions. Based on these assessments, they learn about their skills and abilities with detailed reports.
Start growing: With time, managers can start making progress with the help of daily nudges provided by Risely. It dynamically supports the manager’s progress through resources like toolkits, samples, and assessments.

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15+ Sales Manager Best Practices to Boost Your Team’s Performance

As a sales manager, you are responsible for achieving your targets and driving your team’s performance. It’s easy to get caught up in the daily grind of managing a sales team, but taking a step back and focusing on sales best practices can help you significantly improve your team’s performance. In this blog post, we will delve into the core areas of sales management and give you sales best practices that can help you boost your team’s performance. We cover everything from sales pipeline management, sales operations, and sales training to sales territory management. We will also dive deeper into each area and discuss specific best practices that you can implement to maximize efficiency and drive results. So, let’s get started!

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15+ Sales Manager Best Practices to Boost Your Team’s Performance
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The Importance of Sales Manager Best Practices

Sales best practices are crucial for the success and sustainability of a sales team and the organization. Here are five key reasons why they are essential:

Consistency and Predictability: Sales best practices provide a standardized approach to selling. When everyone on the sales team follows proven techniques and processes, it creates consistency in performance. Consistency leads to predictability, vital for setting and achieving sales targets and revenue goals.
Efficiency and Productivity: Sales best practices in sales help streamline the sales process, eliminating wasted time and effort. When sales reps have a clear roadmap, they can work more efficiently, handling more leads and opportunities in less time.
Higher Conversion Rates: Implementing sales best practices results in higher conversion rates. These practices are typically developed through a deep understanding of customer needs and preferences, making prospects more likely to respond positively to the sales approach.
Customer Satisfaction: Effective sales best practices prioritize the customer’s needs and concerns. By understanding and addressing customer pain points, sales teams can build trust and foster positive, long-term relationships, leading to higher customer satisfaction and retention.
Continuous Improvement: Sales best practices are not static; they evolve with the market and customer preferences. Implementing these practices encourages a culture of continuous improvement within the sales team. Salespeople can learn from their experiences and the experiences of their peers, refining their techniques to stay competitive and adapt to changing conditions.

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Core Areas of Sales Management Best Practices

It is important to focus on core areas of sales management and apply sales manager best practices to ensure a more streamlined and effective sales function. Sales pipeline management plays a crucial role in tracking and optimizing the entire sales process, while sales operations ensure the smooth functioning of sales activities and processes. Sales training equips sales reps with the necessary skills and knowledge to excel in their roles, and sales territory management involves strategically dividing territories to maximize sales opportunities. Adopting sales best practices in these core areas can enhance your team’s performance and drive better results. Keep reading to know more about them.

Sales Pipeline Management Best Practices

The sales pipeline visually represents the sales process, from lead generation to closing a deal. It’s essential for tracking and optimizing the entire sales process. Sales managers use the pipeline to monitor the progress of leads and opportunities, identify bottlenecks, and allocate resources effectively. A well-managed sales pipeline helps predict future revenue, set realistic targets, and identify areas where additional support or training may be needed.

Clearly Defined Stages: Define and document the various stages of your sales pipeline, from lead generation to closing a deal. Ensure that all team members understand these stages and use consistent terminology.
Regular Pipeline Reviews: Hold regular meetings to review the sales pipeline with your team. Assess the progress of each opportunity, identify potential roadblocks, and strategize how to move deals forward.
Lead Scoring: Implement lead scoring to prioritize leads and opportunities based on their potential value. This helps sales reps focus their efforts on the most promising prospects.
Sales Forecasting: Use historical data and trends to create accurate sales forecasts. This helps set realistic targets, allocate resources effectively, and plan for growth.
Data Quality and CRM Usage: Ensure that your CRM system is up to date with accurate data. Train your team to use it consistently for tracking interactions, recording notes, and maintaining a clean database.

Sales Operations Best Practices

Sales operations are responsible for the smooth functioning of sales activities and processes. They focus on optimizing sales processes, tools, and technology to enhance the sales team’s efficiency. Sales operations teams often handle tasks like territory alignment, compensation plans, sales analytics, and sales software and tools integration. Their role is crucial in ensuring the sales team has the resources and support needed to meet and exceed targets.

Process Documentation: Document all sales processes, workflows, and best practices. This ensures that everyone follows standardized procedures for efficiency and consistency.
Technology Integration: Integrate sales tools and software to streamline operations. This includes CRM systems, marketing automation, analytics, and communication platforms.
Sales Enablement: Develop sales enablement resources, such as sales collateral, playbooks, and training materials, to support your sales team’s daily activities.
Sales Data Analytics: Use data analytics to track and measure the performance of your sales team and processes. This data-driven approach helps in making informed decisions.
Sales Compensation Plans: Design competitive and motivating compensation plans that align with the company’s goals and incentivize sales reps to meet or exceed targets.

Sales Training Best Practices

Sales training equips sales representatives with the skills and knowledge they need to excel in their roles. It covers various aspects, including product knowledge, communication skills, objection handling, and negotiation techniques. Effective sales training leads to higher sales performance, increased customer satisfaction, and improved team morale. It’s an ongoing process that adapts to changes in the market, product offerings, and customer needs.

Role-Specific Training: Tailor training programs address the specific roles and responsibilities of your sales team, whether it’s inside sales, field sales, or account management.
Continuous Learning: Promote a culture of continuous learning by offering ongoing training and development opportunities, including workshops, webinars, and mentorship programs.
Product and Industry Knowledge: Ensure that your sales team deeply understands your products or services and the industry you operate in, allowing them to speak with authority and confidence.
Sales Skills Enhancement: Improve essential sales skills, such as objection handling, negotiation, active listening, and relationship building.
Role-Playing and Practice: Incorporate role-playing exercises and real-world scenarios into training sessions to help sales reps apply what they’ve learned in a practical context.

Sales Territory Management Best Practices

Sales territory management strategically divides geographic or market areas among sales reps to maximize sales opportunities and efficiency. This process considers the potential for sales, the existing customer base, and the resources available to each salesperson. Well-structured territory management ensures that each sales representative can focus on their allocated area, providing better service and potentially increasing sales.

Market Analysis: Conduct a thorough market analysis to understand the potential of different territories. Consider factors like demographics, competition, and economic trends.
Equitable Assignment: Assign territories fairly, considering factors like salesperson experience, skill set, and workload capacity. Avoid overloading or underutilizing your sales team members.
Regular Evaluation: Continuously assess the performance of each territory. Adjust assignments as needed to allocate resources where they can have the most impact.
Customer Segmentation: Divide territories further by customer segments to ensure each sales rep can tailor their approach to specific customer needs and preferences.
Communication and Collaboration: Encourage communication and build collaboration among sales team members, especially when multiple reps cover adjacent territories. This can help identify cross-selling opportunities and share sales best practices.

Conclusion

To be a successful sales manager, it is crucial to implement sales best practices in various areas of sales management. This includes effective sales pipeline management, streamlined sales operations, comprehensive training, and strategic sales territory management. Focusing on these core areas can enhance your team’s performance and drive better results. Regarding sales pipeline management, leveraging CRM software can help streamline the process and provide valuable insights. Regularly measuring and analyzing sales pipeline reports allows you to identify areas for improvement and make data-driven decisions. Keeping the entire company informed through regular updates is essential for sales operations. Additionally, ensuring that efficient and concise sales processes can save time and improve productivity. Investing in comprehensive sales training is another crucial aspect of boosting your team’s performance. Customizing training sessions to cater to different roles and regularly conducting follow-ups and refresher sessions can help your team stay updated and motivated. Lastly, implementing sales best practices in sales territory management, such as strategic territory allocation and continuous monitoring, can maximize efficiency and ensure optimal coverage. By adopting these sales best practices, you can elevate your sales team’s performance and drive success in your organization.

Aastha Bensla

Aastha, a passionate industrial psychologist, writer, and counselor, brings her unique expertise to Risely. With specialized knowledge in industrial psychology, Aastha offers a fresh perspective on personal and professional development. Her broad experience as an industrial psychologist enables her to accurately understand and solve problems for managers and leaders with an empathetic approach.

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Mastering the Art of Hiring: A Comprehensive Hiring Manager Interview Guide

Hiring the right talent is a cornerstone of an organization’s success. In today’s competitive job market, the role of a hiring manager is more critical than ever. Hiring managers need a structured and practical approach to identify the best candidates who will meet the job requirements and align with the company culture. That’s where a well-crafted hiring manager interview guide comes into play. This blog explores the art of hiring manager interview guide. We delve into the importance of having a comprehensive interview guide, the steps to create one, and tips to conduct interviews effectively. Whether you’re an experienced hiring manager looking to refine your approach or a newcomer to the hiring world, this guide will provide you with the insights and tools needed to make informed and strategic hiring decisions.

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Mastering the Art of Hiring: A Comprehensive Hiring Manager Interview Guide

What is the role of the hiring manager in an interview?

The hiring manager plays a pivotal role in the interview process, where they are responsible for several key tasks:

Defining job requirements: The hiring manager first determines the qualifications, skills, and experience required for the open position. This involves creating or updating the job description and specifying the candidate evaluation criteria.
Screening resumes and applications: Hiring managers review resumes and job applications to shortlist candidates who meet the basic job requirements. They identify candidates whose backgrounds align with the position’s needs.
Developing interview questions: Crafting interview questions that assess a candidate’s qualifications and fit for the role is another key responsibility. The hiring manager may also collaborate with the HR team or interview panel to create a comprehensive set of questions.
Conducting interviews: The hiring manager typically leads or participates in candidate interviews. They ask questions, evaluate responses, and assess how healthy candidates match the job requirements. This involves in-person, phone, or video interviews.
Assessing cultural fit: Hiring managers often evaluate whether candidates are a good cultural fit for the organization. They consider how well a candidate’s values, work style, and personality align with the company’s culture.
Collaborating with the interview panel: In larger organizations, the hiring manager may work alongside an interview panel that includes team members, department heads, or HR professionals. They coordinate with the panel to ensure a comprehensive evaluation of candidates.

The hiring manager’s role is critical in ensuring that the right talent is brought into the organization, and their ability to assess qualifications, cultural fit, and potential contributions is central to the hiring process.

Need for a Hiring Manager Interview Guide

A hiring manager interview guide is an essential tool for several reasons:

Consistency: It ensures that all candidates are evaluated using the same criteria and questions, promoting fair and consistent assessments.
Legal compliance: A well-structured guide helps hiring managers avoid asking illegal or discriminatory questions, reducing legal risks.
Effective screening: It helps hiring managers focus on critical aspects of the job and candidate qualifications, improving the efficiency of the screening process.
Improved decision-making: An interview guide ensures hiring managers cover all relevant topics, leading to more informed and confident hiring decisions.
Structured assessments: The guide helps hiring managers rate and compare candidates objectively, reducing the impact of biases.
Candidate experience: A structured interview can create a positive candidate experience, enhancing the company’s reputation.
Onboarding: An interview guide can help hiring managers identify the best candidates for onboarding, leading to higher retention and better performance.
Feedback loop: It encourages hiring managers to provide feedback and share insights with HR and other team members, leading to continuous improvement in the hiring process.
Training tool: It is for new hiring managers, helping them understand the organization’s expectations and best practices.

In summary, a hiring manager interview guide is a valuable tool that streamlines the hiring process, enhances fairness, and helps organizations make well-informed and strategic hiring decisions. It is essential for maintaining consistency, reducing legal risks, and ensuring a positive candidate experience.

How to create a hiring manager interview guide?

Creating a hiring manager interview guide involves several steps to ensure the directory is well-structured and effective. A step-by-step process to make a comprehensive hiring manager interview guide:

Understand the job requirements: Start by thoroughly understanding the job requirements and the skills, qualifications, and attributes needed for success in the role.
Identify key competencies: Identify the essential competencies and qualifications for the job. This might include technical skills, soft skills, experience, and cultural fit.
Develop a list of standard questions: Create a list that addresses the key competencies. These questions should be open-ended and designed to elicit detailed responses from candidates.
Behavioral and scenario-based questions: Incorporate behavioral questions and scenario-based questions to assess how candidates have handled relevant situations in the past.
Legal and ethical considerations: Ensure all questions are legal and ethical, avoiding topics like age, gender, religion, or other protected characteristics.
Rating system: Develop a rating system or scoring criteria to assess candidates’ responses. This system should align with the competencies and qualifications identified earlier.
Guidelines for follow-up questions: Provide guidelines for when and how to probe further or ask follow-up questions to get more detailed candidate responses.
Explanation for each question: Include explanations in the guide, detailing why the question is relevant and what you are looking for in the candidate’s response.
Sample answers: Provide sample answers or indicators of what constitutes a strong response for each question. This helps hiring managers evaluate candidates effectively.
Scoring sheet: Create a scoring sheet or evaluation form that hiring managers can use to rate candidates’ responses during the interview.
Training and explanation: Provide training and explanation to hiring managers on how to use the guide effectively. Offer examples and scenarios to clarify the expectations.

Creating a hiring manager interview guide is an ongoing process that requires collaboration, training, and adaptation. It’s essential for maintaining consistency, fairness, and objectivity in the interview process and ensuring that suitable candidates are selected for the organization.

How can a hiring manager prepare for an interview?

Hiring managers can prepare for interviews effectively by following these steps:

Review the job description: Familiarize yourself with the job description, including the qualifications, skills, and experience required for the role.
Understand the company and culture: Ensure you have a strong understanding of the company’s mission, values, culture, and goals. This knowledge will help you assess a candidate’s potential cultural fit.
Study the candidate’s resume: Carefully review the candidate’s resume to understand their background, work history, and accomplishments.
Develop interview questions: Create a set of interview questions that align with the job requirements and competencies. Include a mix of standard, behavioral, and scenario-based questions.
Standardized rating system: Establish a standardized rating system or evaluation criteria to assess candidates consistently. This system should align with the competencies and qualifications required for the job.
Sample answers and indicators: Include sample answers or indicators of what constitutes a strong response for each question in your interview guide. This will help you evaluate candidates effectively.
Probing and follow-up guidelines: Develop guidelines for when and how to probe further or ask follow-up questions to gain deeper insights into candidates’ responses.
Prepare for a positive candidate experience: Plan the interview logistics, such as the location and timing, to ensure candidates have a positive experience.
Active listening: Practice active listening during interviews to ensure you fully understand candidates’ responses.
Feedback and follow-up: Plan for timely feedback to candidates and colleagues involved in the interview process. Offer constructive feedback where appropriate.

By preparing effectively, hiring managers can conduct interviews that are consistent, fair, and aligned with the organization’s needs and culture, ultimately leading to better hiring decisions.

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Tips for hiring managers to conduct an interview effectively

An effective interview is crucial for hiring managers to identify the right candidate for a job. Here are some tips to help hiring managers conduct interviews effectively:

Review the candidate’s resume, the job description, and any relevant materials before the interview.
Ensure that the interview space is comfortable, well-lit, and free from distractions.
Start the interview with a friendly greeting to help candidates feel at ease. Building rapport can lead to more candid responses.
Use open-ended questions to encourage candidates to provide detailed responses. Avoid yes/no questions.
Pay close attention to the candidate’s responses. Active listening demonstrates your interest and allows you to gather valuable information.
Record important points during the interview. This will help you remember details and make comparisons between candidates.
Keep the interview on schedule and ensure that you cover all planned questions and topics.
Use the same questions and evaluation criteria for all candidates to ensure a fair and objective evaluation.
Be mindful of unconscious biases. Avoid making assumptions about candidates based on factors unrelated to the job.

Effective interviews are a critical part of the hiring process, and following these tips can help hiring managers make informed and fair hiring decisions. Hiring done? Read about onboarding next: 10 Ways For Re-Onboarding Remote Employees

Conclusion

In the world of recruitment, hiring managers play a pivotal role. They are the gatekeepers of talent, entrusted with identifying the right individuals to drive an organization forward. The process of interviewing candidates, however, can be complex and challenging. That’s where a well-structured hiring manager interview guide comes into play. As we conclude this exploration of the hiring manager interview guide, it’s evident that having a comprehensive and thoughtful approach to interviews is a game-changer. A practical interview guide ensures consistency, fairness, and objectivity throughout the hiring process. It empowers hiring managers to make informed decisions that align with the company’s needs and culture.

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Revamp Your Hiring: 14 Top Recruitment Best Practices for 2023

Staying ahead of the curve is crucial in the ever-evolving talent acquisition landscape. Recruitment is more than just filling job vacancies; it’s about finding the right talent efficiently and effectively. To excel in this endeavor, you need a well-crafted toolkit of best practices that adapt to the changing needs of the industry. Welcome to our blog on recruitment best practices for 2023. As the competition for top talent intensifies, these 14 recruitment best practices have emerged as the cornerstones of successful recruitment strategies. Each of them is designed to attract the best candidates, streamline the hiring process, and enhance the overall candidate experience. Throughout this blog, we’ll explore each recruitment best practice in-depth, providing explanations, examples, and insights into how they benefit your recruitment team. Let’s dive into the world of recruitment best practices and unlock the key to building a winning team in 2023.

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Revamp Your Hiring: 14 Top Recruitment Best Practices for 2023
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What is recruitment? Why is it important?

Recruitment is identifying, attracting, and selecting qualified individuals to fill job vacancies within an organization. It’s a critical function of human resource management and is pivotal in shaping an organization’s success. Recruitment ensures an organization has the right people with the necessary skills and qualifications to meet its objectives and contribute to its growth. Reasons why recruitment is important: 1. Talent acquisition and quality workforce: Recruitment is essential for identifying and attracting a pool of candidates with the skills and expertise needed to drive an organization forward. It’s the primary means by which an organization acquires the human capital required to perform tasks, meet goals, and remain competitive in the marketplace. 2. Skill diversity: Recruitment allows organizations to access diverse skills and experiences. By bringing in individuals with different backgrounds and talents, a company can build a well-rounded workforce capable of solving complex problems and adapting to changing market conditions. 3. Innovation and growth: Recruitment drives innovation and growth. New hires can inject fresh ideas, perspectives, and energy into an organization. They can help an organization remain agile, seize opportunities, and stay ahead in a dynamic business environment. 6. Succession planning: Recruitment is critical for succession planning. Organizations need to identify and groom talent from within, and external recruitment can fill gaps when internal talent isn’t readily available. In summary, recruitment is the gateway to building a skilled and motivated workforce that drives an organization’s success. It’s not merely about filling positions; it’s about selecting the right individuals who align with the company’s culture and values, possess the required skills, and have the potential to contribute positively to the organization’s growth and competitiveness.

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14 Recruitment best practices for 2023

14 recruitment best practices for 2023 are as follows: 1. Employer branding: Building and promoting a positive employer brand helps attract and retain top talent. It’s essential for showcasing your company culture, values, and reputation. It increases the attractiveness of your organization, leading to a higher volume of qualified applicants. Example: Use social media and company website to highlight your work culture, share employee stories, and showcase workplace awards. Tip: Regularly update your online presence, engage with employee reviews, and leverage unique selling points. 2. Data-driven decision-making: Use data and analytics to inform recruitment decisions. This practice allows you to optimize your recruitment strategies based on quantifiable results. Example: Analyze recruitment metrics like time-to-fill, cost-per-hire, and source effectiveness to refine your hiring strategies. Tips: Invest in an applicant tracking system (ATS) for data collection and analysis. Provide training on data interpretation for your team. 3. Diverse sourcing: Seek candidates from various sources to increase diversity in your candidate pool. A diverse workforce can bring a range of perspectives and talents to your team. Example: In addition to job boards, utilize employee referrals, career fairs, and online communities for sourcing candidates. Tip: Develop a diversity and inclusion hiring strategy and actively engage with underrepresented groups. 4. Inclusive job descriptions: Craft job descriptions that appeal to a diverse range of candidates, including those from underrepresented groups. Avoid biased language that may deter qualified applicants. Example: Use gender-neutral and inclusive language in job postings. Tip: Conduct job description audits to identify and remove biased language. Train your team on writing inclusive job descriptions. 5. Candidate relationship management (CRM): Implement a CRM system to build and maintain relationships with candidates, even those who aren’t immediately selected. This helps create a talent pipeline for future needs. Example: Use CRM software to track candidate interactions, follow-up, and communication. Tip: Train your team on CRM software usage and data privacy compliance. Segment your candidate database for personalized communication. 7. Social media recruitment: Leverage social media platforms for recruitment purposes. Social media offers a vast and engaged pool of potential candidates. Expand your reach to passive job seekers, allowing for a wider talent pool. Example: Use LinkedIn, Twitter, and Facebook to post job openings, share company culture, and engage with potential candidates. Tips: Create a social media recruitment strategy, including content sharing and engagement guidelines. Use analytics to measure the effectiveness of your social media efforts. 8. Video interviews: Incorporate video interviews into your hiring process, allowing candidates and hiring teams to connect regardless of location.Reduces scheduling conflicts and interview time, making the process more efficient. It also allows for a global talent search. Example: Use video conferencing tools for initial interviews or pre-recorded video responses to interview questions. Tip: Train your team on best practices in video interviews and use good audio and video quality technology. Ensure a fair and consistent interview process. 9. Employee referral programs: Encourage current employees to refer potential candidates. Employees often refer individuals who align with the company culture and values. It increases the likelihood of finding candidates who fit your company culture and are endorsed by current employees. Example: Establish a referral program that rewards employees for successful referrals. Tip: Communicate the referral program clearly to employees and provide regular updates on job openings. Ensure that the referral process is straightforward. 10. Skill and behavioral assessments: Use skill and behavioral assessments to evaluate candidates’ qualifications and suitability. It ensures that candidates meet job requirements and have the desired skills and traits, leading to better hires. Example: Administer technical tests, personality assessments, or role-specific exercises. Tip: Choose relevant assessments for each position and standardize the evaluation process. Train your team on assessment administration and interpretation. 11. Candidate experience enhancement: Improve the overall candidate experience to attract and retain top talent. Positive experiences create brand advocates, even among candidates not selected. It also improves the likelihood of future applications. Example: Provide timely feedback, clear communication, and a smooth interview process. Tips: Map the candidate journey, identify pain points, and implement changes to address those issues. Train your team on providing a stellar candidate experience. 12. Automated resume screening: Implement resume screening tools that use artificial intelligence to analyze and rank resumes. Reduces time spent on manual resume screening, streamlines the process, and enhances consistency. Example: Use AI-based software to review and shortlist resumes based on specific criteria. Tips: Fine-tune your screening criteria with hiring managers and regularly update the AI model for improved accuracy. 13. Role-specific job boards: Post job openings on job boards specific to your industry or job role to target relevant candidates. Increases the likelihood of attracting candidates with the right skills and interests. Example: Use platforms like GitHub Jobs for technical roles or Behance for creative positions. Tips: Research and select job boards that align with your hiring needs. Optimize job listings on these platforms for visibility. 14. Candidate assessments tailored to roles: Develop role-specific assessments for candidates, aligning the evaluation process with the job requirements—more accurate evaluations of a candidate’s capabilities for the specific role and improved hiring decisions. Example: Create unique coding challenges for software engineer candidates or a customer service scenario for support roles. Tips: Collaborate with hiring managers to define role-specific assessments. Regularly review and update the assessments as job requirements evolve. These 14 recruitment best practices are essential for 2023 and beyond, helping recruitment teams attract, select, and retain the best talent while improving efficiency and diversity. By implementing these practices, organizations can stay competitive and responsive to the ever-evolving job market, leading to more successful hires and a more robust employer brand.

Conclusion

As we conclude our exploration of recruitment best practices, it’s evident that these 14 strategies are the compass that guides your organization to talent acquisition success in 2023 and beyond. In the fast-paced world of recruitment, staying ahead requires adaptability and a commitment to excellence. These best practices provide the roadmap to achieving just that. The ever-changing job market demands a holistic approach to recruitment that goes beyond traditional methods. From embracing the power of employer branding and data-driven decision-making to fostering diversity and enhancing the candidate experience, these practices offer a multifaceted solution to the challenges of modern recruitment.

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Transforming Training with Learning Curation: 5 Effective Strategies

In today’s fast-paced world, acquiring knowledge and skills has never been more critical. The demand for effective, efficient, and engaging learning experiences is rising in the corporate landscape. This is where learning curation emerges as a game-changer. Imagine having a dedicated guide who selects the most relevant, high-quality resources, arranges them logically, and tailors them to your learning needs. That’s the essence of learning curation. It’s a process that simplifies the learning journey and supercharges it with personalized content, making it an invaluable tool for educators, trainers, and learners alike. In this blog, we’ll delve into learning curation, exploring what it is, why it matters, and how it’s transforming our learning.

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Transforming Training with Learning Curation: 5 Effective Strategies

What is learning curation?

“Learning curation” is a process that involves selecting, organizing, and presenting educational content to create a purposeful and structured learning experience. It goes beyond content curation, focusing on designing a learning journey or curriculum by carefully selecting and arranging learning resources to achieve specific learning objectives. Learning curation creates structured learning programs, courses, and training modules that are coherent, meaningful, and conducive to effective learning. It aims to optimize the learning experience, making it more efficient, engaging, and aligned with specific learning goals. It is precious when a structured and cohesive learning experience is essential for achieving desired educational or training outcomes.

Why is learning curation important?

Learning curation is important for several reasons in the field of learning and development:

Optimizing learning experiences: Learning curation enhances the quality of learning experiences by carefully selecting and organizing educational content. It ensures learners access relevant and valuable resources that align with their learning objectives.
Efficiency: It streamlines the learning process by presenting content in a structured and logical sequence. This approach saves time for learners and trainers, as they don’t have to sift through abundant information to find what they need.
Personalization: It allows for personalized learning experiences. Different learners may have varying needs and preferences, and curation enables the tailoring of content to match these individual requirements.
Effective learning pathways: Curation helps create effective learning pathways that guide learners through a series of resources to maximize comprehension and retention. It ensures that learners progress from primary to advanced topics coherently.
Alignment with learning objectives: Curation ensures the selected content directly supports the defined learning objectives. This alignment enhances the relevance of the learning experience.
Quality assurance: Learning curation helps maintain a certain level of quality and consistency in the learning materials, ensuring that learners receive accurate and reliable information.

Learning curation is especially important in today’s information-rich environment, where educational content can be overwhelming. Guiding learners through a thoughtfully selected and organized set of resources simplifies the learning process and helps learners achieve their goals efficiently and effectively.

What is the process of learning curation in L&D?

Learning curation in Learning and Development (L&D) involves carefully selecting, organizing, and presenting educational content to create a purposeful and structured learning experience.

Needs analysis: Identify the specific learning objectives and goals for the program or course. Determine the target audience’s characteristics, including prior knowledge, skills, and preferences.
Resource identification: Identify potential learning resources, including articles, videos, online courses, books, expert interviews, simulations, and more.
Evaluation: Evaluate the identified resources based on relevance, accuracy, quality, and alignment with learning objectives. Eliminate or set aside resources that do not meet the criteria.
Sequencing and organization: Arrange the selected resources logically and meaningfully. Consider factors such as complexity, topic flow, and a progression from foundational to advanced material. Create a structured curriculum or learning pathway that guides learners through the content.
Adaptation and customization: Customize the content to suit the needs and preferences of the target audience. This may involve modifying or supplementing resources, adding contextual information, or providing guidance on how to use the resources effectively.
Assessment and evaluation: Integrate assessments, quizzes, or other evaluation forms to measure learner progress and comprehension. Use feedback from assessments to identify areas for improvement or additional support.
Technology integration: Leverage learning management systems (LMS), educational platforms, or digital tools to deliver and track the learning journey. Ensure easy access to curated content through these platforms.
Distribution and access: Make the curated content accessible to learners through the chosen distribution channels, such as a learning portal, website, or a specific learning platform. Ensure that learners can easily access the content and follow the structured pathway.
Monitoring and iteration: Continuously monitor learners’ progress through the curated content. Analyze learner engagement, performance, and feedback data to make necessary adjustments or updates to the curated materials.

The process of learning curation is iterative and responsive, ensuring that the learning materials remain current and aligned with the evolving needs of the learners and the organization’s objectives.

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Global-only approach vs. Local-only approach

The decision to adopt a global or local-only approach to content curation depends on the specific needs, goals, and context of the organization or learning program. Each approach has its own set of benefits and drawbacks:

Global-only approach:

Benefits:

Consistency: A global-only approach ensures that all learners, regardless of location, access the same standardized content. This consistency can be essential for ensuring that important information is universally understood and applied.
Efficiency: Curating and maintaining a single set of content is more efficient in terms of resources and time. Updates and improvements can be made once and distributed globally.
Cost-effective: It can be cost-effective to produce and maintain a single set of content, especially for large organizations or global companies with a common training framework.

Drawbacks:

Limited localization: A global-only approach may not account for local cultural nuances, language preferences, or specific regulatory requirements. This can result in less relevant content to learners in certain regions.
Lack of adaptability: Content that is too standardized may not be flexible enough to address the diverse needs of learners across different locations and contexts.

Local-only approach:

Benefits:

Cultural relevance: A local-only approach allows content customization to better align with local cultures, languages, and preferences. This can lead to more engaging and relatable learning experiences.
Regulatory compliance: It enables content to be adapted to meet specific regulatory or legal requirements in different regions, ensuring that training is fully compliant.
Higher engagement: Learners may be more engaged when content is tailored to their local context, increasing training effectiveness.

Drawbacks:

Resource intensive: Creating and maintaining multiple content sets for various locations can require additional time and costs.
Complex management: Managing localized content may require more complex content management systems and workflows.

In many cases, a blended approach may be most effective, combining global and local content curation elements. This approach allows organizations to maintain consistency in core content while offering flexibility for localization when needed. The choice between a global-only or local-only system should be guided by the specific requirements of the organization, its learners, and the nature of the content being curated.

5 Strategies for valuable learning curation

Effective learning curation requires careful planning and execution to ensure that the curated content is valuable to learners.

Clear learning objectives: Begin by defining clear and specific learning objectives. Understand what learners should know or be able to do by the end of the learning experience. The curation process should align with these objectives.
Audience Understanding: Know your audience’s characteristics, including prior knowledge, learning styles, and preferences. Tailor the curated content to match the needs of the audience.
Resource selection criteria: Establish selection criteria for learning resources. Consider relevance, accuracy, quality, and alignment with learning objectives. Avoid overwhelming learners with too many resources.
Diversity of resources: Include various resource types to accommodate different learning styles. This can include articles, videos, interactive exercises, simulations, webinars, and expert interviews.
Support and facilitation: Provide support, guidance, or facilitation as needed, such as through instructors or mentors—address learner questions or concerns related to the curated content.

By implementing these strategies, learning curation can provide valuable, engaging, and effective learning experiences that meet learners’ specific goals and needs.

Conclusion

As we wrap up our blog on learning curation, it’s clear that this approach to education and training can revolutionize how we learn and teach. The journey through the world of learning curation has revealed its power to enhance the learning experience in various contexts, from classrooms to corporate training rooms. Learning curation isn’t just about collecting resources; it’s about shaping personalized learning journeys that are efficient, engaging, and tailored to individual needs. It’s a dynamic process that thrives on adaptability, feedback, and a commitment to continuous improvement.

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Breaking the Mold: Navneet’s Transition from Commanding to Collaborative Management

Navneet views life as a vast canvas, ready to be adorned with vibrant experiences. His zest for living life to the fullest, both personally and professionally, paints each day with a new hue. He is a relentless explorer with an insatiable curiosity about human behavior and psyche; Navneet approaches every human interaction and situation with an eagerness to learn and explore. In his current role as an Engineering Manager at Culturro, Navneet’s career trajectory mirrors his dynamic and adaptable nature. He embarked on his professional journey as a technical engineer, fully immersing himself in programming, coding, and designing. However, the path to his current role was far from linear. Navneet encountered career detours and diverse experiences, each contributing to his growth and development. These experiences have shaped him into the manager he is today. Navneet remains committed to continuous learning and embracing change as he navigates his managerial journey in a rapidly changing work environment.

Overcoming Reluctance: The Role of Guiding Leadership

I had initially envisioned myself mostly as an individual contributor. -Navneet

Before joining as a full-time employee, Navneet had already worked with Culturro as a freelancer and had immensely contributed to the technical projects. Initially, Navneet viewed himself as an individual contributor upon joining the team. But he soon realized that Ashish (Co-founder of Culturro) had a different vision for him upon entering the team.

I was a little reluctant to get into a managerial position. -Navneet

When Navneet was presented with the opportunity to lead the technical team, it marked a significant turning point in his career. Managing a technical team was an entirely uncharted territory for him. Uncertainty clouded his mind, and he questioned his ability to fulfill the responsibilities of a managerial role successfully. Despite his initial reservations, Navneet recognized the alignment between his experience, capabilities, and the company’s needs. He understood his skill set and expertise uniquely positioned him to contribute significantly to the managerial position. Even though he acknowledged the potential benefits, yet he remained unsure about his capacity to execute the role effectively. As a new manager, managing a technical team presented a distinctive set of challenges, introducing uncertainties and variables beyond his previous experience.

My experience with my previous managers was not pleasant. -Navneet

Navneet’s reservations were deeply influenced by his past encounters with managers, significantly shaping his reluctance. He had interacted with managers who appeared out of touch with the actual intricacies of tasks, imposing inflexible timelines and methodologies without a genuine understanding of the work’s nuances. Having directly experienced the effects of such strict and inconsiderate managerial styles left a sour impression regarding managerial roles. Navneet’s reluctance to take on the managerial position was a blend of uncertainty about his abilities and reservations rooted in his past experiences. But with his present manager’s guidance and support, Navneet embarked on this managerial journey.

A Limited Perspective: Influence of Surrounding Management Styles

My communication style with the team was not effective. I would give out orders to team members with the exact way the task had to be done. -Navneet

Navneet’s initial stint in a managerial role was as a scuba diving center manager, an entirely different domain where he managed a team of dive instructors and masters. He acknowledges that his performance as a manager during that period was poor. Looking back, he recognizes that he followed an autocratic management style and was strict with team members. This approach left little room for meaningful discussions or exploring alternative perspectives. Even when team members attempted to initiate conversations or propose new ideas, Navneet’s receptivity to such input was limited. The repercussions of this approach were evident to Navneet. He saw general discontent spread through the team, leading to an unfavorable work atmosphere.

This was the only style of management I saw followed around me, and I thought it was the only way to do it. -Navneet

Navneet’s introspection reveals that his managerial style at the time was heavily influenced by what he had observed from previous managers. His approach was a mirror of the only management style he had encountered. Unconsciously, he perpetuated this pattern, even though he recognized its shortcomings. In retrospect, Navneet identifies the lack of knowledge about alternative management approaches contributing to his adherence to this style. He acknowledges that different circumstances call for different approaches and that adopting a more open, inclusive style could lead to a more productive and enjoyable work environment. This realization is a testament to his growth as a manager, emphasizing the importance of continuous learning and adaptation.

Learning from Experience: A Profound Shift

Navneet reflects on his evolution as a manager and the transformation in his managerial style. His initial experience as a manager left him realizing that he needed to make changes but lacked guidance on how to do so effectively. Upon joining Culturro, his perspective shifted profoundly as Navneet observed a different management style that achieved productivity without compromising team satisfaction. Ashish played a pivotal role during this transformation by providing initial guidance and support. Feedback from team members and colleagues helped him identify areas for improvement.

The masterclass gave me the right tools to get into the managerial role. -Navneet

The masterclass designed for managers by Risely truly enlightened him as a manager. This experience gave him valuable insights and a new perspective on the essential elements of effective management. Navneet found that while managing people isn’t rocket science, it requires a different skill set from technical expertise. Soft skills, intuition, and a nuanced understanding of human dynamics take center stage while managing people. The masterclass equipped him with the tools and insights needed to excel in his managerial role, offering a fresh approach aligned with his growth journey.

Slipping into old habits: A Shift from Blame to Understanding

I have consciously tried not to play the blame game and understand the team members’ problem. -Navneet

Navneet acknowledges the challenge of slipping back into old management habits, particularly when facing delays or challenges. He recognizes that it’s natural to revert to familiar patterns, such as pushing for tasks to be completed quickly. However, to tackle the situations better, he intentionally avoids using phrases like “get it done” without a context. Instead, he takes a careful approach, seeking to understand the underlying issues causing delays. This might involve addressing unresolved issues or exploring the reasons behind a team member’s decreased efficiency.

Being strict is being unreasonable; being assertive means trying to get everyone on the same page and getting everyone to understand the importance of their task. -Navneet

In such cases, he emphasizes the need to be assertive while maintaining a calm demeanor. To address this challenge, Navneet believes in effective communication. He emphasizes the importance of clearly explaining why a task needs to be completed and the significance of the deadline. By conveying the reasons behind the plan, he encourages team members to align their efforts with the broader objectives.

Identifying and Rectifying Communication Breakdowns

One of the most significant lessons Navneet learned as a manager is the importance of effective communication.

Communication is not just limited to delivering your message to the team; it also has other important aspects. Navneet

He believes that communication extends beyond simply conveying messages to the team; it encompasses aspects like managing internal team communication, ensuring every team member has all the information needed, and fostering an environment where team members can freely express their ideas and concerns.

I failed in effectively communicating my expectations from the development team. -Navneet

Navneet shared a specific instance where a communication breakdown led to a major setback. While developing a feature for the product, miscommunication with the team resulted in delays and a lack of progress. Recognizing the issue through open communication within the team, Navneet understood the need to enhance his communication methods. To become a more effective communicator, Navneet took proactive steps. He emphasizes the importance of seeking input from his team, avoiding one-sided decisions, and soliciting feedback to ensure team camaraderie. Navneet also believes in addressing team concerns and challenges by actively engaging with team members and understanding their problem areas.

Navneet’s Holistic Approach to Successful Management

Don’t look at people as resources; always see and try to understand where they are coming from. -Navneet

Navneet’s words of wisdom for aspiring managers emphasize a human-centric approach. He believes everyone possesses positive and negative aspects, and it’s vital to consider the complete picture instead of categorizing people into predefined boxes of “effective employees” or “ineffective employees.” Navneet stresses that it is the manager’s responsibility to recognize and leverage the employees’ strengths. He suggests that when things aren’t going as planned, it’s not the team’s fault but the manager’s approach that may need adjustment. Managers are pivotal in harnessing their team’s potential and guiding them toward success.

Try to be aware of how you speak with your team members. -Navneet

Another crucial piece of advice is that managers should be mindful of their communication style. Navneet urges budding managers to be mindful of how they communicate with team members and how their words and interactions are perceived. Managers can foster a healthier and more productive work environment by being attuned to their team’s feelings and reactions. In his view, successful management goes beyond technical skills; it involves a deep understanding of human dynamics, empathy, and adaptability. By embracing these principles, aspiring managers can navigate the complex world of leadership with greater effectiveness and impact.

How Risely helps managers achieve their true potential?

Navneet has developed his leadership style and perspective through years of experience. His journey to find the right leadership style to lead his team is commendable. However, it’s essential to recognize that not all managers have the same time, resources, and opportunities to perfect their leadership style. Every manager is unique in their leadership style and challenges. That’s where Risely comes in. Risely offers a platform for managers to seek the guidance and support they need to navigate their leadership journey. It provides tailored steps and insights to help managers refine their approach and achieve their true potential. Here’s how Risely solves challenges for many Co-Founders and Managers like Navneet:

Identify your challenges: The journey begins when a manager starts by defining their challenges. From 30+ challenges, managers and team leaders can identify the issues hurting their team.
Test your skills: In the second step, skills and qualities are tested, such as expectation setting and prioritization skills, to see how well managers have achieved these critical functions. Based on these assessments, they learn about their skills and abilities with detailed reports.
Start growing: With time, managers can start making progress with the help of daily nudges provided by Risely. It dynamically supports the manager’s progress through resources like toolkits, samples, and assessments.

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7 Top Skills Every Hiring Manager Should Possess

In the dynamic landscape of human resources, a pivotal role often stands at the crossroads of an organization’s success—the Hiring Manager. These individuals are the architects of talent acquisition, responsible for identifying, evaluating, and selecting the individuals who drive an organization’s growth and innovation. In this blog, we’ll embark on a journey to explore the multifaceted role of Hiring Managers. We’ll delve into their responsibilities, challenges, and the skills that set them apart. Join us as we uncover the art and science of talent acquisition and discover why Hiring Managers are integral to the fabric of any thriving organization.

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7 Top Skills Every Hiring Manager Should Possess
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What is a Hiring Manager?

A Hiring Manager is an individual within an organization who is responsible for the process of recruiting and selecting new employees. Their primary role is to identify staffing needs, define job requirements, and oversee the recruitment process to find and hire qualified candidates for various positions within the company.

Roles and Responsibilities of a Hiring Manager

Identifying staffing needs: The hiring manager assesses the workforce requirements of their department or team and determines the need for additional employees or replacements due to turnover.
Job description development: They create or update job descriptions outlining the responsibilities, qualifications, and skills required for each open position.
Recruitment planning: Developing a recruitment strategy, including sourcing methods, job advertising, and candidate evaluation criteria.
Candidate sourcing: Actively seeking and attracting potential candidates through various channels, such as job postings, employee referrals, social media, and networking.
Resume screening: Reviewing resumes and applications to identify candidates who meet the job requirements.
Interviewing: Conducting interviews to assess candidates’ qualifications, skills, experience, and cultural fit within the organization.
Candidate assessment: Administering skills tests, reviews, or other evaluation methods to further evaluate candidates’ suitability for the role.
Reference checks: Contact references candidates provide to verify their employment history and qualifications.
Selection and Offer: Collaborating with other team members and departments to make final hiring decisions and extending job offers to selected candidates.
Onboarding: Overseeing the onboarding process for new hires, which includes orientation, training, and paperwork completion.
Talent pipeline development: Building and maintaining relationships with potential candidates for future hiring needs, creating a talent pool.

Hiring Managers are critical to the success of an organization, as they are responsible for bringing in the talent necessary to achieve business objectives.

Hiring Manager vs. Recruiter

Hiring Manager and Recruiter are two distinct roles within an organization’s hiring process, each with its own set of responsibilities and focus. Here are the key differences between a Hiring Manager and a Recruiter:

Role and Responsibilities

Hiring Manager: A department head or team leader is typically responsible for identifying staffing needs within their department or team. They define job requirements, make final hiring decisions, and oversee the integration of new hires into their team. They focus on finding the right candidate to fill specific roles within their department or team.
Recruiter: A Recruiter is a dedicated HR professional or a specialist whose primary responsibility is to source, screen, and engage candidates for various open positions within the organization. Recruiters work across different departments and teams to identify and attract potential candidates who match the organization’s requirements.

Decision-making authority

Hiring Manager: They have the ultimate decision-making authority when selecting candidates. They make the final hiring decisions and determine which candidates best fit their department’s or team’s needs.
Recruiter: Recruiters do not have the final say in hiring decisions. While they play a critical role in identifying and assessing candidates, the ultimate decision rests with the Hiring Manager. Recruiters present candidates to Hiring Managers for their consideration.

Job description and requirements

Hiring Manager: They are responsible for creating or updating job descriptions and specifying the qualifications, skills, and experience needed for the positions they are hiring for.
Recruiter: Recruiters work closely with Hiring Managers to understand their requirements and create job postings based on the Hiring Manager’s specifications.

Candidate engagement

Hiring Manager: While managers may participate in interviews and interact with candidates, their primary focus is evaluating candidates’ fit within their department or team. They are less involved in the initial stages of candidate engagement.
Recruiter: Recruiters are responsible for engaging candidates throughout the entire recruitment process. They actively source candidates, conduct initial screenings, schedule interviews, and communicate with candidates.

Focus and expertise

Hiring Manager: They are subject matter experts in their respective departments or teams. They have in-depth knowledge of the roles they are hiring for and understand the required skills and qualifications.
Recruiter: They specialize in talent acquisition and are skilled in sourcing, screening, and assessing candidates across various roles and departments. They may not have the same level of expertise in specific job functions as Hiring Managers.

Hiring Managers and Recruiters have complementary roles in the hiring process. Hiring Managers focus on defining job requirements, making final hiring decisions, and managing the performance of their teams, while Recruiters specialize in candidate sourcing, screening, and engagement. Effective collaboration between both is crucial for successful talent acquisition within an organization.

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7 Skills needed to become a Hiring Manager

Becoming a successful Hiring Manager requires diverse skills to identify, select, and onboard qualified candidates effectively. Here are the essential skills needed to excel in this role:

Communication skills: Clear and effective communication is crucial for conveying job requirements, providing feedback to candidates, and collaborating with team members. For example, Conducting structured interviews, clearly articulating job expectations, and providing timely and constructive feedback to candidates.
Interpersonal skills: Building rapport with candidates, colleagues, and team members is essential for establishing trust and fostering positive relationships. For example, Developing a connection with candidates during interviews, collaborating with colleagues to define job requirements, and maintaining good working relationships with team members.
Decision-making skills: Making informed and timely hiring decisions based on a candidate’s qualifications, skills, and fit with the organization. For example, analyze candidate resumes, interview responses, and assessments to make data-driven hiring decisions and select the most suitable candidate for a role.
Problem-solving skills: Identifying and addressing challenges and obstacles in the hiring process, such as sourcing difficulties or candidate objections. For example, Developing creative solutions to attract hard-to-find candidates, addressing complaints or concerns raised by candidates, and adapting the recruitment strategy as needed.
Time management: Efficiently managing time to balance multiple job openings, interviews, and administrative tasks. For example, Creating and adhering to interview schedules, prioritizing tasks based on urgency, and maintaining a structured approach to recruitment timelines.
Negotiation skills: Negotiating employment terms, offers, and salary packages with candidates. For example, Effectively negotiating offer details, such as salary, benefits, and start dates, to reach mutually beneficial agreements with candidates.
Emotional intelligence: Recognizing and understanding candidates’ emotions, perspectives, and concerns during the hiring process. For example, Demonstrating empathy and active listening during candidate interactions, addressing candidate concerns with sensitivity, and ensuring a positive candidate experience.

Developing and honing these skills will enable a Hiring Manager to excel in recruiting and selecting top talent, contributing to the organization’s success in building a skilled and motivated workforce.

Best practices to develop the skills needed by Hiring Manager

Developing the skills needed by a Hiring Manager is an ongoing process involving formal training, practical experience, and continuous learning. Some best practices to help you develop and refine the skills required for success in this role:

Education and training: Consider pursuing formal education in human resources, organizational psychology, or a related field. This can provide a strong foundation in HR principles and practices. Attend workshops, seminars, and conferences focused on HR and talent acquisition to stay updated on industry trends and best practices.
On-the-job experience: Gain hands-on experience in HR and recruitment by starting with entry-level HR roles or recruitment coordinator positions. Seek opportunities to participate in recruitment activities, such as resume screening, interviewing, and candidate assessment, to build practical skills.
Mentorship and networking: Seek mentorship from experienced HR professionals who can provide guidance, share insights, and help you navigate challenges—network with peers in the HR and recruitment field to exchange knowledge, ideas, and best practices.
Skill-specific training: Identify specific skills you want to develop, such as interview techniques, negotiation skills, or data analysis, and seek targeted training or workshops in those areas.
Leadership development: Attend leadership development programs to enhance your leadership and management skills, as Hiring Managers often lead recruitment teams.
Utilize technology: Embrace HR software and recruitment tools to streamline processes, analyze data, and improve efficiency in hiring practices.

Remember that skills development is an ongoing journey, and remaining open to new ideas and approaches is essential. Continuously seeking opportunities for growth and learning will help you become a highly effective Hiring Manager.

Conclusion

As we conclude our blog on Hiring Managers, it becomes evident that they are the unsung heroes of an organization’s success. They are the architects of talent acquisition, the guardians of culture, and the growth catalysts. In their hands lies the power to shape the organization’s future by selecting the individuals who will drive it forward. Hiring Managers are more than just interviewers; they are strategists who align recruitment efforts with the company’s vision and leaders who inspire and guide their teams to excellence. They possess a unique blend of skills, from communication and empathy to data analysis and decision-making, making them indispensable assets in human resources.

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Unlocking Success: The Power of a Hiring Manager Satisfaction Survey

In the intricate world of talent acquisition, where the quest for the perfect candidate meets the complexities of organizational needs, one crucial element often stands at the intersection—the Hiring Manager. These individuals are the architects of recruitment, entrusted with choosing the talent to shape an organization’s future. Their satisfaction with the recruitment process can make all the difference in building a high-performing team. In this blog, we will discuss Hiring Manager Satisfaction Surveys. We’ll delve into the significance of these surveys, the questions they ask, and the valuable insights they provide. Whether you’re an HR professional seeking to optimize your recruitment process, a hiring manager looking to voice your experiences, or simply curious about the art and science of talent acquisition, this blog promises a deeper understanding of the tools that shape the workforce of the future.

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Unlocking Success: The Power of a Hiring Manager Satisfaction Survey
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What is a Hiring manager satisfaction survey?

A Hiring manager satisfaction survey is a feedback mechanism organizations use to gather input and insights from hiring managers regarding their experiences and satisfaction with the recruitment and selection process. This survey is designed to assess various aspects of the hiring process, identify areas for improvement, and gauge the effectiveness of the HR or recruitment team in supporting hiring managers.

Why is a hiring manager satisfaction survey important?

A Hiring Manager Satisfaction Survey is important for several reasons:

Improving recruitment processes: The survey helps identify areas of the recruitment process that may need improvement. Feedback from hiring managers can pinpoint bottlenecks, inefficiencies, and pain points in the hiring process, allowing HR and recruitment teams to streamline processes for better results.
Enhancing communication and collaboration: It promotes better communication and collaboration between HR or recruitment teams and hiring managers. Understanding the preferences and expectations of hiring managers helps build stronger working relationships, leading to smoother recruitment processes.
Tailoring services: By collecting feedback on specific needs and preferences, HR and recruitment teams can tailor their services to better align with the requirements of hiring managers. This customization can lead to a more efficient and effective recruitment process.
Candidate experience: A positive candidate experience is essential for attracting top talent. Hiring managers’ feedback on the candidate experience can improve professionalism, communication, and overall candidate satisfaction.
Retention and engagement: A well-designed hiring process that meets the satisfaction of hiring managers can result in better employee retention and engagement. When hiring managers are satisfied with their candidates, it can positively impact team dynamics and productivity.
Continuous improvement: Regularly conducting satisfaction surveys creates a culture of continuous improvement within the organization. It encourages HR and recruitment teams to listen to feedback, make necessary adjustments, and strive for excellence in talent acquisition.

In summary, a Hiring Manager Satisfaction Survey is valuable for organizations looking to optimize their recruitment processes, improve collaboration, and enhance overall talent acquisition outcomes.

What does a hiring manager satisfaction survey measure?

A Hiring Manager Satisfaction Survey measures various aspects of the recruitment and selection process from the perspective of hiring managers. The specific areas and metrics that such a survey typically measures include:

Recruitment process effectiveness
- Clarity of Job Requirements
- Recruitment Efficiency
- Quality of Candidates
Communication and Collaboration
- Communication effectiveness: How well does communication between hiring managers and HR/recruitment teams work?
- Collaboration: To what extent do HR/recruitment teams collaborate with hiring managers throughout the hiring process?
Timeliness:
- Time-to-Fill: Does the recruitment process meet hiring managers’ timeline expectations?
- Responsiveness: How quickly do HR/recruitment teams respond to requests and inquiries from hiring managers?
Support and Resources
- Resources provided: Are hiring managers provided with the necessary tools, resources, and support to make informed hiring decisions?
- Training and development: Are hiring managers offered training or resources to enhance their recruitment skills?
Feedback and Improvement suggestions
- Opportunity for feedback: Are hiring managers allowed to provide feedback on the recruitment process?
- Suggestions for improvement: What specific suggestions do hiring managers have for improving the recruitment process?
Overall satisfaction: On a scale, how satisfied are hiring managers with the entire recruitment and selection process?

A Hiring manager satisfaction survey aims to gather comprehensive feedback on these and other relevant aspects of the recruitment process to assess overall satisfaction and identify areas for enhancement. This feedback helps organizations make data-driven improvements to their talent acquisition practices.

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How is the hiring manager satisfaction measured?

Hiring Manager Satisfaction is typically measured through a structured survey or questionnaire designed to gather hiring managers’ feedback regarding their experiences with the recruitment and selection process. Here’s an overview of how the measurement process works:

Designing the survey: HR or the organization’s talent acquisition team designs a survey or questionnaire on various aspects of the hiring process. Questions are typically structured with response options, such as multiple-choice and Likert scales for detailed feedback.
Distribution: The survey is distributed to hiring managers who have recently participated in recruiting and selecting candidates. This can be done electronically through email, survey platforms, or intranet systems.
Anonymity and confidentiality: To encourage honest feedback, respondents are assured of the anonymity and confidentiality of their responses. This allows hiring managers to share their candid opinions without fear of reprisal.
Data collection: Responses from hiring managers are collected and recorded electronically or manually, depending on the survey administration method.
Analysis: Survey responses are analyzed to generate quantitative data. This includes calculating each survey question’s averages, percentages, and other relevant metrics.
Report generation: A comprehensive report is generated based on the analysis of survey responses. This report highlights key findings, trends, and areas for improvement.
Action planning: HR or talent acquisition teams review the survey results and collaborate with hiring managers to develop action plans for addressing identified issues or areas needing improvement.
Feedback and communication: HR communicates the survey findings and action plans to hiring managers, demonstrating that their feedback has been taken seriously and used to drive positive change.

By following this process, organizations can effectively measure hiring manager satisfaction, identify opportunities for improvement, and create a more efficient and collaborative recruitment process that aligns with the needs and expectations of hiring managers.

How can the satisfaction of hiring managers be improved?

Improving the satisfaction of hiring managers is essential for creating a more effective and efficient recruitment process. Several strategies and actions that organizations can take to enhance the satisfaction of hiring managers:

Clear job requirements: Ensure job descriptions and conditions accurately reflect the position’s needs.
Frequent updates: Provide regular updates on job postings, candidate progress, and overall recruitment timelines.
Two-way communication: Foster open and transparent communication channels, allowing hiring managers to express their expectations, concerns, and preferences.
Collaborative decision-making: Collaborate with hiring managers in the candidate evaluation and selection process, ensuring alignment with team needs.
Feedback loop: Establish a feedback loop where hiring managers can provide input on candidates and the recruitment process.
Automation: Leverage technology and automation tools to simplify administrative tasks and speed up candidate sourcing and assessment.
Training programs: Offer training and resources to hiring managers on recruitment best practices, interview techniques, and relevant HR tools.

Improving hiring manager satisfaction requires a concerted effort to align recruitment practices with their expectations, provide support and resources, and continuously refine processes based on feedback.

Conclusion

In the complicated recruitment and talent acquisition world, Hiring Manager Satisfaction Surveys emerge as a guiding light. This compass helps organizations navigate the complexities of hiring the right talent. As we conclude our exploration into these surveys, it becomes increasingly clear that they are not just tools but catalysts for change, champions of collaboration, and champions of excellence. Hiring Manager Satisfaction Surveys empower organizations to understand the nuanced needs and expectations of those at the frontline of recruitment. They serve as a bridge between HR and hiring managers, fostering transparent communication and forging stronger partnerships. By listening to the voices of hiring managers, organizations can identify areas for improvement, enhance recruitment processes, and ultimately achieve better hiring outcomes.

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Why does every organization need an employee benefits manager?

In today’s dynamic and competitive job market, organizations recognize that attracting and retaining top talent is a strategic imperative. As a result, employee benefits have taken center stage in human resources. Ensuring employees receive valuable and well-structured benefits packages is a mark of a caring employer and a critical factor in an organization’s overall success. This is where the unsung hero of the HR world comes into play—the Employee Benefits Manager. Tasked with the complex and ever-evolving role of designing, implementing, and managing benefits programs, Employee benefits managers are at the heart of ensuring that employees are well-compensated and supported in their overall well-being.

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Who is an Employee benefits manager?

An Employee Benefits Manager is a professional responsible for planning, developing, implementing, and administering employee benefits programs. Their primary role is to design and manage the various benefits packages and perks a company offers its employees. Employee benefits typically include health insurance, retirement plans, paid time off, wellness programs, and other forms of compensation beyond the basic salary.

Role of an Employee benefits manager

Benefits program development: They design and develop employee benefits programs that align with the company’s overall compensation and human resources strategy.
Vendor selection: Employee Benefits Managers may be involved in selecting and managing relationships with benefit plan providers, such as health insurance companies, retirement plan administrators, and wellness program vendors.
Compliance and regulations: They ensure that the organization’s benefits programs comply with all relevant laws and regulations, such as the Employee Retirement Income Security Act (ERISA), the Affordable Care Act (ACA), and others.
Open enrollment: They oversee the open enrollment process, during which employees can choose their benefits for the upcoming year, and provide employees with information about available options.
Communication: Employee Benefits Managers educate employees about their benefits options, answer questions, and address concerns.
Budgeting: They may be responsible for budgeting and cost analysis related to benefits programs to ensure they remain cost-effective for the organization.
Claims and issue resolution: They assist employees in resolving claims, disputes, or problems with their benefits.

An employee benefits manager is vital in managing and optimizing the benefits and perks organizations offer their employees. Their work is crucial for attracting and retaining talent while ensuring compliance with legal and regulatory requirements.

Why is an Employee benefits manager important?

An employee benefits manager is essential for several reasons within an organization:

Attracting and retaining talent: Competitive employee benefits programs can attract top talent and help keep valuable employees. Skilled benefits managers can design packages that appeal to a wide range of candidates and meet the workforce’s diverse needs.
Employee satisfaction: Effective benefits management contributes to higher employee satisfaction. When employees have access to comprehensive and well-structured benefits, they tend to be more content, boosting morale, productivity, and overall job satisfaction.
Legal and regulatory compliance: The benefits landscape is complex, with numerous laws and regulations governing employee benefits, including health insurance, retirement plans, and leave policies. Benefits managers ensure that the organization remains compliant with these regulations, minimizing legal risks and potential penalties.
Cost management: Benefits represent a significant portion of an organization’s budget. Benefits Managers are responsible for balancing the need to provide competitive benefits with managing costs effectively. They often negotiate with benefit providers to secure cost-effective plans for the organization.
Employee education: Benefits managers play a role in educating employees about benefits options, helping them make informed decisions. This education can lead to better utilization of benefits, which, in turn, can improve overall employee well-being.

In summary, an Employee benefits manager plays a crucial role in shaping an organization’s workforce, maintaining legal compliance, managing costs, and ensuring employees can access valuable benefits that contribute to their overall well-being and job satisfaction.

Skills and Traits required to become an Employee benefits manager

To excel as an employee benefits manager, you should possess a combination of skills, traits, and qualifications that enable you to effectively manage the organization’s benefits programs while also meeting the needs of employees.

Skills

Knowledge of benefits programs: A deep understanding of employee benefits programs, including health insurance, retirement plans, wellness initiatives, and other compensation-related benefits.
Data analysis: The ability to analyze benefits-related data to make informed decisions, assess program effectiveness, and manage costs.
Communication: Strong verbal and written communication skills to effectively educate employees about benefits options, communicate changes, and interact with providers and vendors.
Negotiation: Negotiating skills for contract discussions with benefit providers to secure favorable terms and cost-effective solutions.
Presentation skills: The capability to conduct effective benefits-related presentations and training sessions for employees and stakeholders.

Traits

Ethical: A strong commitment to ethics and integrity, as employee benefits managers handle sensitive employee data and are responsible for compliance with legal and ethical standards.
Detail-oriented: A keen eye for detail is essential when managing complex benefits programs, contracts, and compliance requirements.
Empathetic: Empathy towards employees’ needs and concerns and the ability to approach benefits management focusing on employee well-being.
Adaptability: The flexibility to adapt to changing regulations, employee demographics, and industry trends in benefits management.

Qualifications: Typically, Employee Benefits Managers have a bachelor’s degree in human resources, business administration, finance, or a related field. Some may pursue advanced degrees, such as a master’s in HR or an MBA. Professional certifications can also enhance your qualifications and expertise in benefits management.

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Job Description Example for Employee Benefits Manager

Job Title: Employee Benefits Manager Job Summary: The employee benefits manager is responsible for the planning, development, implementation, and management of the organization’s employee benefits programs. This role involves designing and administering comprehensive benefits packages, ensuring compliance with relevant laws and regulations, and providing education and support to employees regarding their benefits options. The employee benefits manager collaborates with benefit plan providers, HR professionals, and senior management to create and maintain competitive and cost-effective benefits programs that align with the organization’s compensation and HR strategy. Key Responsibilities:

Benefits program development: Design, develop, and evaluate employee benefits programs, including health insurance, retirement plans, wellness initiatives, and other compensation-related benefits.
Vendor Management: Select, negotiate, and manage relationships with benefit plan providers, ensuring service levels and contractual agreements are met.
Employee Education: Educate employees about their benefits options, provide guidance on making informed choices, and address employee inquiries throughout the year.
Budgeting and Cost Analysis: Manage the benefits budget, monitor costs, and analyze data to ensure cost-effectiveness while maintaining competitive benefits offerings.
Policy Development: Contribute to the development and maintenance of policies related to employee benefits, including paid time off, health and wellness, and retirement.
Health and Wellness Programs: Develop and manage health and wellness initiatives, including fitness programs, mental health support, and preventive care programs.
Recordkeeping and Reporting: Maintain accurate records of benefits-related information, generate reports for senior management, auditors, and regulatory authorities, and ensure data privacy and security.

Qualifications:

Bachelor’s degree in human resources, business administration, finance, or a related field.
Four years of experience in benefits management or a related HR role.
Proficiency in benefits-related laws and regulations.
Strong analytical, communication, and negotiation skills.
Attention to detail, problem-solving abilities, and ethical conduct.

Conclusion

In the ever-evolving human resources landscape, Employee benefits managers play a pivotal role in shaping an organization’s success. They are the architects behind the benefits packages that attract, retain, and motivate employees. They are the experts who navigate the complex web of regulations, ensuring that the organization remains compliant. They advocate for employee well-being, providing support during times of need and guidance for a healthier, happier workforce. As we conclude our blog on the role of employee benefits managers, it becomes evident that their work goes far beyond spreadsheets and policy documents. They bridge the company’s vision and the employees’ reality, working diligently to strike a balance that benefits both. So, the next time you review your benefits package, attend an open enrollment session, or seek guidance on your retirement plan, remember the employee benefits manager—the unsung hero in the background, ensuring your needs are met and exceeded.

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The Role of HR Leaders in Addressing Workplace Discrimination

Discrimination in the workplace is a pervasive issue that can have far-reaching consequences for individuals and organizations. It transcends boundaries of gender, race, age, religion, and more, affecting employees at all levels and in all industries. Workplace discrimination erodes the dignity and well-being of those subjected to it and undermines the very fabric of a diverse and inclusive work environment. This comprehensive blog delves into the complex topic of workplace discrimination. We’ll explore the various forms discrimination can take, its underlying causes, the signs that may signal its presence, and most importantly, the steps individuals and organizations can take to combat and prevent it.

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The Role of HR Leaders in Addressing Workplace Discrimination
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What is workplace discrimination?

Workplace discrimination is the unfair or unequal treatment of employees or job applicants based on specific characteristics or attributes protected by law. These characteristics, often referred to as “protected classes,” may include:

Race: Discrimination based on a person’s race, ethnicity, or skin color.
Gender: Discrimination based on a person’s gender, including male, female, transgender, or gender non-conforming individuals.
Religion: Discrimination based on a person’s religious beliefs, practices, or affiliations.
Age: Discrimination against individuals older or younger than a certain age, typically 40 or older.
Disability: Discrimination against individuals with physical or mental disabilities. This includes failure to provide reasonable accommodations.
Sexual Orientation: Discrimination based on a person’s sexual orientation, such as being gay, lesbian, bisexual, or heterosexual.
Gender Identity: Discrimination against individuals whose gender identity differs from their sex at birth.
Marital Status: Discrimination based on a person’s marital status, whether single, married, divorced, or widowed.

Workplace discrimination is illegal in many countries, including the United States, under Title VII of the Civil Rights Act and other federal and state laws. Employers must take measures to prevent discrimination, address complaints, and provide equal employment opportunities to all employees. Violations of anti-discrimination laws can result in legal consequences, including fines and lawsuits.

How does workplace discrimination affect teams?

Workplace discrimination significantly impacts teams within an organization, creating negative consequences that can harm productivity, morale, and the overall work environment. Several ways in which workplace discrimination affects teams:

Reduced team morale: Discrimination within a team can erode trust and camaraderie among members. Those who witness discrimination may feel demoralized and lose confidence in the fairness of the workplace.
Lower team productivity: A work environment tainted by discrimination can lead to decreased team productivity. Team members may be preoccupied with discrimination-related concerns, making it difficult to focus on their tasks.
Increased turnover: Discrimination can drive employees to seek employment elsewhere. High turnover rates disrupt team cohesion and require the remaining team members to take on additional responsibilities, which can lead to burnout.
Conflict and tension: Discrimination incidents can lead to interpersonal conflicts within teams. Team members may become polarized, creating a hostile or divisive work atmosphere.
Decreased Employee Engagement: Employees who feel discriminated against may disengage from their work and the organization. Disengaged team members are less likely to contribute actively to team projects.

Organizations should prioritize creating inclusive and equitable workplaces to mitigate the adverse effects of workplace discrimination on teams.

Signs of workplace discrimination

Recognizing the signs of workplace discrimination is crucial for individuals, managers, and organizations to address and prevent such behaviors. Common signs that may indicate workplace discrimination:

Unequal treatment: When employees with similar qualifications and job responsibilities receive different treatment based on protected characteristics such as race, gender, age, or religion, it may signal discrimination.
Biased hiring or promotion decisions: Discrimination can be evident in biased hiring, promotion, or advancement decisions, where candidates are selected or passed over due to their protected characteristics rather than their qualifications.
Hostile work environment: A hostile work environment may be characterized by offensive jokes, slurs, derogatory comments, or harassment related to protected characteristics. This creates a toxic atmosphere for affected employees.
Inappropriate comments or stereotyping: Discrimination can manifest through stereotyping, offensive remarks, or derogatory comments about a person’s race, gender, religion, disability, or other protected attributes.
Unfair discipline: Discipline, such as warnings, suspensions, or terminations, administered unfairly or disproportionately to employees based on their protected characteristics, is a sign of discrimination.
Excessive scrutiny: Some employees may be subjected to unwarranted scrutiny, surveillance, or performance evaluations due to their protected characteristics, indicating discriminatory behavior.

It’s important to note that not all instances of differential treatment or discomfort in the workplace are necessarily discrimination, as context and intent matter.

How to deal with workplace discrimination?

Dealing with workplace discrimination is essential for ensuring a fair and inclusive work environment. Whether you are an employee who has experienced discrimination or a manager responsible for addressing such issues, here are steps to effectively deal with discrimination at work:

For employees

Document incidents: Keep a detailed record of discriminatory incidents, including dates, times, locations, individuals involved, witnesses, and a description of what transpired. This documentation can be crucial when reporting discrimination.
Speak up: If you feel comfortable and safe doing so, consider addressing the issue directly with the person responsible for the discrimination. Sometimes, people may not be aware of the impact of their actions.
Report to management or HR: If addressing the issue directly does not resolve it, or if you feel uncomfortable, report the discrimination to your manager, Human Resources (HR), or the designated reporting authority within your organization.
Follow company policies: Familiarize yourself with your organization’s anti-discrimination policies and procedures. Ensure you follow the prescribed steps for reporting discrimination, which may involve completing a formal complaint.
Seek support: Connect with coworkers, employee resource groups, or support networks within your organization or industry. Sharing your experiences and seeking advice can be empowering.

For managers

Establish clear policies: Develop and communicate clear anti-discrimination policies and procedures within the organization. Ensure that all employees are aware of their rights and responsibilities.
Train employees: Provide anti-discrimination training for all employees, including managers and supervisors, to raise awareness and prevent discrimination.
Create an open reporting culture: Encourage employees to report discrimination without fear of retaliation. Make reporting mechanisms easily accessible and confidential.
Conduct thorough investigations: Take all complaints seriously and conduct impartial, complete, and timely investigations. Involve HR or an external investigator if necessary.
Review and improve policies: Periodically review and update anti-discrimination policies and practices to ensure they remain effective and aligned with legal requirements.

Dealing with workplace discrimination requires a proactive and diligent approach from employees and employers. By fostering a respect, inclusion, and accountability culture, organizations can create a workplace where discrimination is not tolerated and employees are treated fairly and equitably.

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Role of an HR leader to overcome workplace discrimination

HR leaders are crucial in overcoming workplace discrimination and fostering an inclusive and equitable work environment. Here are several actions that HR leaders can take to address and prevent discrimination effectively:

Develop and communicate clear policies: Establish comprehensive anti-discrimination and anti-harassment policies that clearly define prohibited behaviors, reporting procedures, and consequences for violations. Ensure that all employees are aware of these policies.
Implement reporting mechanisms: Ensure the organization has clear and accessible reporting mechanisms for employees to report discrimination, harassment, or other unfair treatment. Encourage employees to come forward without fear of retaliation.
Address and remediate discrimination: Take appropriate corrective actions if discrimination is substantiated. This may include disciplinary measures, sensitivity training, or policy changes. Address both the immediate issue and its root causes.
Support employee resource groups (ERGs): Encourage and support the formation of ERGs focused on diversity, equity, and inclusion. These groups can provide valuable insights, promote inclusivity, and help shape HR policies and initiatives.
Promote leadership accountability: – Hold leaders and managers accountable for creating and maintaining inclusive teams and workplaces. Leaders should lead by example and demonstrate a commitment to diversity and equity.

HR leaders are pivotal in creating workplaces where every employee can thrive, regardless of background or characteristics. HR leaders can help build a more equitable and inclusive organizational culture by taking these proactive steps.

Conclusion

In the face of workplace discrimination, silence is not an option. It’s a collective responsibility to root out discrimination in all forms and create workplaces where everyone can thrive, free from prejudice and bias. Our journey through this guide has shed light on the profound impact of discrimination, the myriad ways it manifests, and the steps we can take to combat it. Remember that awareness is the first step toward change. Recognize the signs, challenge stereotypes and biases, and support those who experience discrimination. Organizations must lead by example, implement robust policies, foster inclusive cultures, and prioritize diversity at all levels.

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Building a Leadership Team: 8 Tips to Strengthen Your Organizational Core

In the intricate tapestry of any successful organization, a leadership team stands as the backbone, providing guidance, inspiration, and direction. Building a leadership team that performs highly isn’t just about selecting individuals with impressive credentials; it’s about creating a harmonious ensemble that can weather storms, drive innovation, and lead purposefully. Welcome to our blog on building a leadership team that manages and truly excels. In this blog, we will explore the essential components, strategies, and principles of building a leadership team that can navigate the complexities of today’s business landscape.

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What is a leadership team?

A leadership team, often called an executive leadership team or management team, is a group of individuals within an organization responsible for guiding and making strategic decisions on behalf of the company. Depending on the organizational structure, this team typically includes top-level executives, senior managers, or department heads. The primary purpose of a leadership team is to set the organization’s vision, mission, and strategic goals and to oversee the execution of these objectives. The composition and structure of a leadership team can vary from one organization to another. In smaller organizations, the leadership team may consist of a few key executives, while in larger corporations, it may include a broader range of senior managers and functional heads. Regardless of size, the leadership team is instrumental in shaping the organization’s direction and ensuring its success.

Importance of building a leadership team

Building a leadership team that is strong and effective is of paramount importance for organizations of all sizes and across various industries. The leadership team plays a critical role in shaping the organization’s direction, culture, and success.

Shared vision and direction: A leadership team helps set a clear and shared vision for the organization. Aligning top executives and managers around a common purpose ensures that everyone is working toward the same strategic goals.
Strategic decision-making: Leaders bring diverse perspectives and expertise to the table. They collectively make informed and well-rounded decisions considering short-term and long-term implications, leading to better strategic choices.
Risk mitigation: Having a team of leaders allows for a more thorough evaluation of risks and opportunities. They can identify potential challenges and devise strategies to mitigate risks, safeguarding the organization’s interests.
Accountability: Leadership teams are responsible for the success of the organization. This shared responsibility ensures that decisions are carefully considered and leaders are motivated to achieve their objectives.
Operational efficiency: Effective leaders can optimize the organization’s operations, streamline processes, and improve efficiency. They set performance benchmarks and hold teams accountable for meeting targets.
Crisis management: A leadership team provides stability and direction during crises or challenging times. They can make quick decisions and adapt to changing circumstances, helping the organization weather the storm.

Building a leadership team is about distributing responsibilities and creating a collective force that drives the organization forward. It fosters strategic thinking, innovation, and adaptability, enabling the organization to navigate challenges and seize opportunities.

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Reasons why leadership teams fail

Despite their critical role in organizations, leadership teams can sometimes face challenges that lead to failure or dysfunction. Understanding the reasons behind leadership team failures is essential for preventing and addressing these issues. Common reasons why leadership teams fail:

Lack of alignment: When team members do not share a common vision, purpose, or goals, it can lead to confusion and conflict. Misalignment among leaders can hinder decision-making and undermine the organization’s direction.
Poor communication: Ineffective communication within the team can lead to misunderstandings, silos, and a lack of cohesion. If leaders are not transparent, open, and collaborative, trust and teamwork can erode.
Ego and power struggles: When individual egos and power struggles take precedence over the collective good of the organization, it can lead to internal conflicts and a toxic work environment.
Inadequate leadership development: When leaders lack the necessary training, coaching, and development opportunities, they may lack the skills to effectively lead and manage their teams.
Resistance to change: A leadership team that is resistant to change can impede organizational growth and innovation. In a rapidly evolving business environment, adaptability is crucial.

Addressing these issues and fostering a culture of teamwork, open communication, accountability, and continuous improvement is essential for preventing leadership team failures.

Role of the HR and L&D team in building a leadership team

The Human Resources (HR) and Learning and Development (L&D) teams play crucial roles in building an organization’s strong and effective leadership team.

HR Team

Talent identification: HR is responsible for identifying potential leaders within the organization. This involves assessing employees’ performance, skills, and potential for leadership roles.
Succession planning: HR leads the development of succession plans, which outline the organization’s strategy for filling leadership positions in the event of vacancies or promotions.
Compensation and benefits: HR determines competitive compensation packages and benefits for leaders, ensuring they are appropriately motivated and rewarded for their roles.
Employee relations: HR addresses workplace issues and conflicts affecting leadership dynamics, fostering a positive and inclusive work environment.
Policy development: HR develops and enforces policies related to leadership roles, including codes of conduct, ethics, and anti-discrimination policies.

L&D Team

Leadership development programs: L&D designs and delivers programs that enhance leadership skills and competencies. These programs may include training, workshops, coaching, and mentoring.
Customized learning paths: L&D creates personalized learning paths for emerging and current leaders, aligning development opportunities with their specific needs and career goals.
Mentorship and coaching: L&D facilitates mentorship and coaching relationships to provide leaders with guidance, support, and opportunities for growth.
Continuous learning: L&D encourages leaders to learn lifelong and stay updated on industry trends, leadership best practices, and new technologies.
Performance improvement: L&D supports leaders in identifying and addressing skill gaps or areas for improvement through training and development interventions.

HR and L&D teams work together to identify, develop, and support organizational leaders. This collaborative effort is essential for building a leadership team that is strong and effective and can drive the organization’s success.

8 Tips to improve and build leadership teams

Improving and building a leadership team is essential for organizational success. Some tips to help build and enhance your leadership teams:

Define leadership competencies: Clearly define the competencies and skills leaders should possess in your organization. This provides a framework for selecting and developing leaders.
Identify emerging leaders: Identify potential leaders within the organization through talent assessments, performance evaluations, and feedback from managers and peers.
Invest in leadership development: Create leadership development programs that address the identified competencies. These programs can include workshops, coaching, mentoring, and e-learning modules.
Provide feedback: Regularly provide constructive feedback to leaders on their performance and development areas. Implement 360-degree assessments to gather comprehensive feedback.
Promote collaboration: Encourage leaders to work collaboratively across teams and departments. Cross-functional collaboration enhances problem-solving and innovation.
Emphasize communication skills: Effective communication is key to leadership. Provide training in communication, active listening, and conflict resolution.
Cultivate emotional intelligence: Leaders should develop emotional intelligence to understand and manage their emotions and those of their team members.
Encourage continuous learning: Encourage leaders to engage in lifelong learning, stay updated on industry trends, and adapt to new challenges.

Improving and building a leadership team is an ongoing process that requires dedication and a commitment to nurturing leadership talent. Following these tips, organizations can cultivate strong, effective, and adaptable leadership teams that drive success and innovation.

Conclusion

Building a cohesive and effective leadership team is a journey marked by intention, dedication and a commitment to excellence. As we conclude our exploration into the world of building a leadership team, it is abundantly clear that the impact of a well-crafted leadership ensemble reverberates throughout an organization. We have witnessed the importance of defining leadership competencies, identifying emerging leaders, and investing in their development. Cultivating a leadership team is not just about selecting individuals but about nurturing their potential, fostering collaboration, and instilling a shared vision. In this journey, we’ve learned that successful leadership teams are more than the sum of their parts. They guide lights, driving organizations forward with purpose, resilience, and innovation. They exemplify the values, culture, and principles that organizations hold dear.

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