Investing In People vs. Investing in Products

Talent is one of the critical factors in the success of any enterprise, be it a startup or a large corporation. But then, so are the products. So when it comes to deciding between the two, which one would you choose?

                              The increasing digitization of the workplace has put unprecedented pressures on businesses and workforce to innovate or lose their relevance in the marketplace. Given the premise that both organizations (by means of their products) and people need to be a part of this innovation practice, the next pertinent question that needs to be answered is: what is more important – people or products? Let’s try to find out.

Investing in people

Businesses are not run by robots, at least not at the moment. And until that happens, it’ll be people who will run businesses. The key to investing in people is to start with the most brilliant of the lot and nurture them into professionals with the highest skill set over time. However, to achieve that, the necessary amount of education required is often not provided by the employers.

   ” Managers often overestimate the strength of their team’s capabilities and knowledge.         This overestimation results in a ‘knowledge leak’ that cannot be countered with higher IQ among employees as a guarantee to innovation”.

The solution to this problem is a sustained focus on employee education. However, this solution is easier said than done as education is an intangible investment, the costs of which can quickly spiral out of control. The situation gets especially grim when the knowledge acquired by the employees is not implemented as expected to deliver desired results.

Investing in products

The old adage says ‘make your product so strong that people will be compelled to buy it’ is no longer applicable. While a weak product with weak marketing is sure to fail, a strong product with weak marketing can fail as easily as a weak product with strong marketing can succeed. In order to counter this, making both the product and marketing strong to ensure that the desired ROI is achieved becomes essential to the success of the organization. Therefore, it becomes imperative that enough attention is paid to the investments that go into product development.

However, in their haste to take the first movers’ advantage, businesses often ignore this fact and roll out the product with some bugs, and then follow it up with a series of improvements. However, if these bugs are too many, then the product will garner a negative review from the market and will die away slowly. Hence, a balanced approach that aims for an acceptable level of bugs in the product must be adopted before roll-out.

In conclusion

Trying to figure out which is more important – product or people – is like asking which is more important for sustenance – air or water. In order to truly succeed, a balance in investments between both people and product is essential. It will enable a business to procure and retain the best talent that can then be applied to develop the product to acceptable marketability levels. Updates are, and will remain an essential part of the product cycle. However, the end result of these updates must reflect the investments applied to both people and products so that the business does not suffer from consumer neglect and can claim its share of the success pie.

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Performance appraisals do not impact employee productivity: Survey

Performance appraisals do not impact employee productivity: Survey

In a survey of nearly 1,050 working professionals by TimesJobs on performance appraisals, 70% respondents said their bosses are not serious enough regarding the process and 65% feel it is not a true reflection of their work.

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Here’s how to overcome resistance in your workplace

Here’s how to overcome resistance in your workplace

By Devashish Chakravarty, Director, Executive Search at

You are continuously unhappy with your work and the solution lies in having a difficult chat with your boss.

Whether it is about taking leave during a critical project, being dissatisfied with your increment or having been criticised publicly about your work—you may find yourself avoiding that conversation.

A study says many people prefer having a flu or being pulled over by a traffic cop over a challenging meeting with their supervisor. Here’s how you can overcome that resistance and find happiness.


Choose your emotion
Psychologists say the moment your mind labels something as difficult, it starts generating reasons as to why it will not work out, making the situation appear far worse than it is. Tag the proposed conversation as an opportunity to find happiness and solve a problem. The moment you do so, you can adopt a more optimistic mindset and find the right communication to approach it.

Question the basics
Ask yourself the basic questions—what do I really want? What am I feeling right now? Will getting what I want resolve these feelings? What happens to my relationship with my manager because of this conversation? What situations will the new relationship lead on to? If you find yourself going around in circles or conjuring only negative scenarios, write down your feelings and the outcomes you seek. This will help clear your mind and focus on what really matters while letting go of events colouring your thoughts.

Get comfortable
Are you afraid that all your good intentions may come to naught the moment you are in front of your boss? Will you freeze into silence or blurt out the wrong things? To get comfortable with what will happen, do role plays. Find a trusted friend or family member and do two sets of role plays. In the first, alternatively play yourself and the role of a 3rd party neutral observer. This helps you explore illogical or counter-productive views that you may be holding on to.

In the second set, alternatively play yourself and your boss. This helps you explore emotional nuances and triggers arising from your boss’words or non-verbal cues. In both sets, experiment with different framings of the same situation.

holding on to.

In the second set, alternatively play yourself and your boss. This helps you explore emotional nuances and triggers arising from your boss’words or non-verbal cues. In both sets, experiment with different framings of the same situation.

Triggering the discussion
The second step is to initiate communication. Be professional in your approach. Seek permission for time to meet and discuss. Refer to common ground as the agenda. For example, “I wanted to discuss some thoughts about my performance and expectations”, when you want to discuss your increment. “I wanted to share inputs to improve team performance”, works when you want to resolve a conflict with a colleague.

During the meeting
Your body language speaks louder than your words. If you are afraid of your supervisor or are concerned because you messed up, your body language will convey negativity. To get the best outcomes, focus on breathing deep and slow to calm yourself. Sit straight and maintain eye contact to boost confidence.

Check your style
Approach the discussion as a mutual problem solving session. Your supervisor also wants the issue resolved so that both can focus on the path ahead. Be concise in your description of the situation and exclude minor points that could swerve the discussion into an undesired path. Pause and listen attentively to enable your manager to express herself completely. Reflect on what you understood to eliminate miscommunication.

The book, Crucial Conversations, shares the STATE acronym as a methodology to conduct your conversation. The first three tell you what to do i.e. Share, Tell, Ask, while the latter two are Talk and Encourage which tell you how to communicate. Share your feelings to open the discussion followed by your framing of what happened.

Thereafter request for and listen to the response. An opening phrase like, “In today’s meeting, I felt let down when you criticised my work though I was following directions received on email from my senior colleague. Could you help me understand what went wrong?” encourages professional conversation.

“You unnecessarily criticised my work publicly in today’s meeting though I was in the right because I followed email directions. Why did you do that?” triggers defensiveness or aggression and stalls progress.


Follow-up steps
Thank your manager for his time and inputs before leaving the meeting. If you have arrived at a common action plan, share a summary email with your manager to record it. If the meeting was inconclusive, schedule a follow-on meeting at the earliest reasonable time. Write an email to yourself or a note in a diary recording your version of what was discussed. This serves as a reference to help you deal with the consequences of your meeting or similar situations in the future.

Time alone
During the weekend or when you get some time alone, grab a coffee and your favourite chair and consciously reflect on the outcomes you achieved and how you will move on towards happiness. Also, think about how you approached and conducted the discussion and what could you learn from it to improve your on-going communication. Finally, congratulate yourself for overcoming your resistance and completing a difficult conversation with your boss!


Deal with yourself
Before initiating a challenging conversation, calm yourself. Identify your intention and outcomes you are seeking. If you are afraid of confrontations, rehearse responses to potential situations.

Get your facts
Deal with the communication logically. Marshall your facts about the incident, link it to written company guidelines where applicable and go through relevant emails. Exclude unsubstantiated opinions.

Plan to be wrong
Choose the mindset with which you will approach the discussion. It is possible for both parties to be right or there may be hidden facts. Be curious, listen well and hold off your judgements till the end.

Prop the stage
Choose the setting. A serious discussion during a company party dilutes it. An advisory in your office instead of the meeting room makes it one-sided. Keep a colleague present if you need a witness. Put your phone on silent.

End and follow up
Know when to end a meeting. If either party appears to be losing control of emotions, reschedule talks. Once outcome is achieved, do not stretch the talks. Follow up by checking on the progress.

5 biggest reasons employees quit jobs quickly

5 biggest reasons employees quit jobs quickly

As you know all too well, it’s hard to hold onto new employees. Thus, onboarding programs were born. The problem is, there are several reasons onboarding may not be working. 

In fact, recent research by BambooHR, a software company, found that 31% of people have quit a job within the first six months.

This does not speak well of employers’ onboarding efforts.

To find out exactly what’s going wrong in the onboarding process, BambooHR surveyed 1,005 U.S. employees over the age of 24 to find out what has made them quit jobs in the past and what could be done to improve employers’ onboarding programs.

Why they’ve quit quickly

Here are the top five reasons U.S. workers gave for leaving new jobs shortly after being hired:

  1. Changed mind on work type (in other words, they were still deciding on their career path and it turns out they didn’t like the one they’d chosen)
  2. The work was different than they expected (in other words, the job description didn’t accurately reflect the position)
  3. My boss was a jerk (so employers need to be more careful about not putting tyrants in charge)
  4. Didn’t receive enough training (in other words, employees don’t want to be thrown to the wolves unprepared), and
  5. The job wasn’t fun (in other words, the job description failed new hires again).

What workers want from onboarding programs

So what advice did survey respondents have for improving onboarding programs?

Here are the four things they said they want most in the first week on the job:

  1. On-the-job training
  2. Review of company policies
  3. A tour of the company and to have their equipment set up and ready to go, and
  4. Being assigned a buddy or a mentor.

Respondents also indicated who they want showing them the ropes:

  • 33% said they want their own managers to do it
  • 28% said someone from HR
  • 27% said the department they’re joining
  • 23% said a dedicated trainer
  • 22% said a colleague, and
  • 19% said an assigned mentor.

For more interesting stats from the survey, check out the following infographic from BambooHR.

It reveals:

  • The five things workers want employers to do differently to help them stay
  • The types of positions workers are abandoning early, and
  • What HR pros believe ineffective onboarding is costing their companies.

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5 biggest reasons employees quit jobs quickly

6 Personal Strategic Planning Tips To Increase Productivity And Start Getting Things Done

6 Personal Strategic Planning Tips To Increase Productivity And Start Getting Things Done

There are a series of personal strategic planning techniques you can practice to increase productivity and improve the rate at which you start getting things done. These are methods used by the highest-paid and most productive people in every field.

  • Key To Personal Strategic Planning

Use the principle of ‘‘concentration of power.’’ This requires that you concentrate your talents and abilities where they will yield the highest payoff to you at the moment. It is the key to personal productivity and is essential to success in personal strategic planning.

In corporate strategy sessions, managers focus on the goal of increasing ‘‘return on equity’’ (ROE). The purpose of business strategy is to allocate the company’s resources in such a way that they yield the highest possible financial return on the equity invested.

Here is another kind of ROE for you. In personal strategic planning, your goal is to get the highest ‘‘return on energy.’’ Your job is to allocate your talents and abilities in such a way that you achieve the highest possible return on the mental, emotional, and physical energies that you invest in your work.

Your highest return on energy is almost always that task where you combine your unique talents and abilities with the specific needs of the situation. You then focus and concentrate singlemindedly on that one task, which is the key to getting things done efficiently.

Whenever you have a new job to do, ask yourself: ‘‘Does this job give me my highest return on energy invested?’’ Discipline yourself to increase productivity and apply your skills where you can achieve the greatest results for both yourself and your company.

  • Focus On Opportunities

Increase productivity by concentrating your strengths, and the strengths of others, on your major opportunities. Focus on the opportunities of tomorrow, rather than the problems of yesterday. Concentrate your best talents and energies, and those of your best people, on those few areas where major breakthroughs are possible.

  • Focus On Key Result Areas

Identify the key results you are expected to get by answering the question: ‘‘Why am I on the payroll?’’ Once you’ve identified your key result areas, work in them exclusively. This is an important component to personal strategic planning and can help you to increase productivity tenfold.

Each person has five to seven key result areas where they can make an important contribution to their job and to the organization. It is only when you concentrate your efforts on your key result areas that you will start getting things done and achieve the most significant results possible for you in the shortest period of time.

  • Increase Productivity By Setting Deadlines

To improve your personal strategic planning, set deadlines for important goals and stick to them. Deadlines force you to work harder and more effectively as the deadline approaches. A goal or an assignment without a deadline is usually an exercise in futility. It has no motivational force behind it. It creates no compulsion for closure. It is something that you easily procrastinate on and put off until the last minute.

In order for you to increase productivity and start getting things done efficiently, set deadlines for everything you do. Promise other people that you will finish certain jobs by the deadline.

When you promise others, you motivate yourself to fulfill the promise. When you place your honor and your ego on the line by making promises to others, you find yourself internally driven and motivated to start getting things done exactly as you said, on schedule.

  • Getting Things Done With A Steady Pace

Don’t hurry or rush around frantically to get the job done. Maintain an easy pace and work steadily. Remember the fable of ‘‘The Tortoise and the Hare’’? Highly productive people work with a certain rhythm that allows them to flow through enormous amounts of work without becoming stressed or anxious.

A hallmark behavior of successful salespeople is that they do one thing at a time. They do the most important thing in front of them, and they stay with it until it is complete. They set priorities and use excellent personal strategic planning techniques.

  • Thinking About Results

Result orientation, the ability to start getting things done, is a key quality of all peak performers who have excellent strategic planning skills. You can develop the ability to concentrate single-mindedly through practice and repetition, over and over, until it becomes an ingrained habit of success. Once you develop the skill of getting things done, the skill will serve you for the rest of your life.

Career development: Experts on how to set expectations and exploit opportunities..

Career development: Experts on how to set expectations and exploit opportunities..

Employees need to think strategically, plan carefully and take responsibility for their career growth. Brinda Dasgupta has suggestions from experts on how to set expectations and exploit opportunities to progress towards leadership roles.

1. Have a Clear Vision
The first step in thinking strategically about your career is to have a clear idea of where you see yourself in the next five to 10 years. “It is important to internalise the importance of long-term career goals. Unless you are very clear about what you want from your career and where you want to see yourself down the line, you cannot really start to work towards your goals,” said Swapnil Kamat, CEO of Work Better Training.

2. Take Complete Ownership
Don’t outsource your responsibility to develop your career to your employer; take complete ownership of what you need to do. “Find your strengths, match them with your areas of interest and arrive at a personal development plan. After that come execution and course corrections,” said Aditya Narayan Mishra, CEO of CIEL HR Services.

3. Write a Plan
Write a career development plan, beginning with an overarching statement of purpose or a primary area of interest. “The plan should also go deeper into long-term plans which are timebound and specific. Also, it is prudent to identify threats or challenges that you might encounter so that you can work on ideas to mitigate possible risks,” said Mishra.

4. Plan for a Role
Kenneth Lean, vice president at Mercuri Urval India, said that it is important to distinguish between a role and a designation. “Always plan your career for your aspirational role and not designation. Speaking to someone who has been successful in such a role will certainly help,” he said.

5. Make Investments
You need to invest in yourself to take your career where you envision it going. “Investment in a mentor or a coach is very valuable for effective career development – such a person can give you not only industry insights but also required connections,” said Lean. Kamat said that depending on your career goals, you may also need to learn new skills or enroll in a professional course.

Recruitment process becoming fun with ‘Gamification’: Experts

Recruitment process is evolving from interviews and group discussions to a process of using game mechanics, that makes the entire process fun and engaging helping employers find the right candidate, experts say.

“Specifically in the recruitment process, companies have started using coding marathons, hacking events, complex problem solving against time, solving cryptic puzzles as part of their recruitment process,” TeamLease Services Business Head, IT, Stanley Deepak told PTI here.

He said, this helps them assess the engagement levels of the candidate towards their respective organisation, assess the competitive streak of the prospective employee to succeed, how well they work under pressure, how well do candidates align themselves to think out of the box and provide solutions to different scenarios.

Gamification as a concept started in Britain in 2002, but gained popularity only in 2010.

While Gamification was and is being used widely only in marketing and brand building, in 2012, companies began looking at this as a concept to identify engagement levels of employees within the organisation.

“Not sure when this was adopted in India but captive MNCs or product startups have been using certain aspects of Gamification as a process of identifying talent, as one of the elimination process in the recruitment cycle, introducing the organisation to the new employee, selling the role and the company to a prospective candidate,” Deepak added.

This is mainly used by the IT and hospitality sector for recruitment across all levels, however, it can be extended to all industry segments. It’s a question of adapting and embracing this as a facilitator for recruitment, he opined.

Going forward, he said, Gamification as a tool can be used more effectively across various HR functions like to assess training needs of employees, better employee utilisation based on their skills and capability, to minimise offer drop out of prospective candidates among others.

Echoing a similar view, CIEL HR Services CEO Aditya Narayan Mishra said, Gamification is a tool is being used in the last three years in a significant way by IT and technology companies have in the recent past, especially for entry and mid-level roles.

Get That Job!- BRIAN TRACY

Here’s a short excerpt, from my brand new report Get that Job!, that discusses unemployment in our nation’s economy and a few recommendations on how we as a country can transform our economy quickly to get Americans back to work. I hope you enjoy it.

The biggest issue in our country today is jobs and unemployment.  But the fact is that unemployment is unnecessary in our economy.  As long as there are problems that need to be solved, and customer needs to be satisfied, there are always jobs for the creative minority, like you.

The fact is that some people are never unemployed.  No matter what happens in the economy, they bounce back and have a new job within a couple of days, and sometimes two jobs plus a job on the weekend. In this message, I’m going to tell you what we need to do, and what the country needs to do to get everybody back to work again, back to those bad old days of 2005 when unemployment was at 4%.

First, let me give you three types of unemployment, and three things that anyone can do to get back into the workforce.

Three Types of Unemployment

The three types of unemployment are voluntary, involuntary, and frictional.

Frictional unemployment refers to the number of people who are between jobs at any given time, usually about 4 – 5% of the population.  For whatever reason, they have finished one job and have not yet decided to start another.

The second type of unemployment is voluntary. This is where there are jobs available for people but these people refuse to take those jobs because they are holding out for higher pay, or the jobs require that they do work they don’t want to do, or the jobs are located far away from where they currently live.

It is absolutely amazing to me when I read about people who were laid off from $120,000 a year jobs, and have been unemployed for two years, but they are still “holding out” for a job paying them what they used to earn during the boom of five years ago.

The third type of unemployment is involuntary.  This is caused when the government passes laws that make it difficult or illegal to hire people at salaries and wages that companies are prepared to pay.  There are now thousands of regulations and restrictions on employers that increase the cost of hiring someone.

The Cost of Hiring

The true cost of an employee is three to six times their actual salary or wage.  This extra amount includes benefits, social security, medical costs, supervision, facilities costs, vacations, training costs, and many, many more factors that are added on top of the basic salary.

Every time government passes a new piece of legislation in any one of these areas, it makes it harder and more expensive to hire someone for a particular job.

The Definition of a Job

And while we’re on the subject, what is a job, anyway?

A job is an opportunity for an individual to create value, to make a contribution to a company that is greatly in excess of what a person costs in salaries, wages, and benefits.

This means that each employee must contribute more than they cost.  In simple economics, if an employee is not contributing substantially more than he or she costs, the company must let that person go, or not hire them in the first place, if the company wants to survive.

Again, referring to simple economics, companies continue to hire people as long as each new person contributes more than they cost.  If sales decline and company revenues fall, the business has to lay people off in order to survive.  It’s not personal.

When you go into the job market, you are selling your personal services for the very highest price and under the very best working conditions possible.  When the employer goes into the job market, he wants to buy the very highest quality and quantity of services at the lowest price.  Salaries and wages are set by competition in the open market.  If you want to earn more money, you have to create more value.  There is no other way, unless the government hands out money to pay for jobs that create little or no value.

Three Ways to Get a Job

There are three ways that anyone can get a job.  The first is to lower the amount you are demanding for your work.  In times of recession, depression, market declines and reductions in business activities, if you want to sell your services, you have to hold a clearance sale, just like any store.  You have to quickly cut the prices of your product, your labor, if you want to find a customer.

It is amazing how many people think that their salary is determined by what they want to earn.  No.  Your salary is determined by what people can afford to pay you, which is based on the value of the contribution you are capable of making in the current market in comparison with everyone else who wants that same job.  You are in an auction, but in this case, you have to offer the lowest possible price if you want to sell your product against fierce competition.

Do Something Different

The second way you can get a job is by offering to do something different.  With the rapid rate of change today, the explosion in knowledge, technology and competition, many jobs have gone away, and are not coming back for years, if ever.

Move Somewhere Else

The third way you can get a job is by moving to a place where there are more jobs available for what you want to do.  There are parts of the country that are doing well, like Texas, where companies are moving and there are lots of jobs available.

There are parts of the country where there is demand for your skills, but you will have to pack and go there if you want to work.

Because of these three ways to get a job, nobody has to be unemployed for very long. Much of the unemployment today is therefore voluntary.
End of Excerpt


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A Perfect 10: How To Increase Recruiter Productivity By 200%

A Perfect 10: How To Increase Recruiter Productivity By 200%

Here’s are some common laments of the typical recruiter:

  • “It takes too much time.”
  • “Finding top candidates is difficult.”
  • “Interviewing is hard.”
  • “Hiring managers are uncooperative.”

And they’re right. Hiring top people is difficult work. It’s time- consuming. It’s hard. But hiring is also supposedly number one. It’s the most important thing companies need to do to become better. Accounting is also hard, and that’s not even number one ó it’s probably closer to number seven. Developing new products is time consuming and often leads to dead ends, and no one who works there is appreciated. Selling is frustrating and demotivating, and salespeople are under constant pressure to perform. Managing a department or a company is also hard, frustrating, and time consuming. So go ahead and complain, but it won’t help. Hiring the best is still number one ó and if you want to be part of this awesome responsibility, you’d better accept that it will be hard, frustrating, and time consuming. But there are ways to make it much easier. Here are two things you can do to make your life as a recruiter less time consuming and more productive. First, stop spending any time at all with below-average candidates. Good recruiters can’t afford to ever spend a second with an unqualified person. Second, stop sending out average candidates or the wrong candidates to be interviewed. You should never send out more than three or four candidates for any assignment. How much time is spent doing searches over again? This is an even bigger time-waster than talking with unqualified candidates. Just these two changes will give you all the time you need to find good candidates. I’ll explain how to stop dealing with the “unqualifieds” in a future article, but the trick is to use technology, more admin support, and the latest pre-qualification techniques ó before the candidate ever pops up on your new candidate availability list. Doing this is actually quite easy, but keeping to the three or four candidate “send-outs” per hire requires more effort. The rewards, however, are enormous. Some recruiters will be able to handle up to 200% the number of assignments they handled previously. One of our clients reduced send-outs per hire from six to two for call-center reps just by implementing the following advice. Sending out more than three or four candidates for any assignment really means that either the recruiter or the hiring manager doesn’t know what they’re looking for. So whenever you go above four send-outs per hire, stop the search and figure out what the hiring manager is really looking for. This is where the recruiting manager must intervene. Preparing a performance profile describing the real job will help (see my articles on how to prepare performance profiles). This is the secret behind every efficient search: knowing the real factors that drive job success. With this, you have a legitimate chance to find some good candidates. But you’ll never need more than four.

             The 10 Core Traits of Success With the performance profile as the benchmark for top performance, have the recruiter and hiring manager rank every candidate on the following 10 factors on a 1 to 5 scale, with 5 being the best. These are the core traits of success that every interviewer must be able to assess if they’re given the responsibility of interviewing candidates.

  1. Self-motivation, initiative, and work-ethic as measured by conducting my one-question interview for three to four different team and individual accomplishments.
  2. Growth trend of team and individual accomplishments. Layout these three to four accomplishments on a time scale and see if the trend is up, down, or flat.
  3. Comparability of past accomplishments. Compare what the candidate has accomplished to what you need done. This is what the recruiter and hiring manager defined as successful job performance when they met after the first slate of candidates was deemed sub-par.
  4. Experience, education, industry background, skills. You need some experience for just about every job, but don’t go overboard. The bare minimum with great potential is often the best trade-off.
  5. Thinking skills. Job-specific problem solving. Ask the candidate how they would solve real job problems and then get into a real discussion of alternatives. This is my favorite interview question.
  6. Management, planning, and organizational skills. Every job requires some level of organizational skills, so make sure you ask about this during your questions.
  7. Team skills. This relates to Daniel Goleman’s “emotional intelligence.” It refers to the ability to work with others. I assign a 1 to those who are uncooperative or demotivating, a 3 to those who proactively cooperate, and a 5 to those who can persuade and motivate others. It is not measured by first impressions and personality.
  8. Leadership. This has to do with the ability to communicate a vision and then make it happen. It is a relative measure that needs to be compared to the size and scope of the job.
  9. Environment and cultural fit. This is critical. In your questions, make sure you know the underlying environment of the candidate’s major accomplishments. Then compare this to your own situation. This is not measured by first impressions and personality.
  10. Overall talent and potential. This is a combination of everything, including intuition and gut feel. But emphasize work ethic, trend of growth of accomplishments, and team leadership. This is not measured by intelligence, assertiveness, and verbal communication skills.

Recruiters need to rank their candidates on these 10 factors. Proof must be provided for all 4s and 5s. Use examples from actual accomplishments to justify the rankings. Then send this ranking form along with the candidate’s resume to the hiring manager. Make it a rule that hiring managers must disprove a 4 or 5 ranking before dismissing a candidate. Disproof is found by digging deep into a candidate’s background and demonstrating that what’s described is actually not as advertised. Surprisingly, in the process of proving and disproving a more accurate assessment often emerges. If it turns out that the candidates the recruiting department is sending out are weak, you’ve discovered that the problem is weak sourcing ó not weak interviewing skills. This is great information to know. You’ve just eliminated a major time-waster and improved hiring efficiency at the same time. Now you can go about improving the quality of each sourcing channel. We’ll discuss how you can do this in future articles. For now, start comparing the recruiter and hiring manager 10-factor assessment for the same candidate in combination with send-outs per hire by recruiter.

If you’re a manager, it’s important to always intervene if there is a wide discrepancy between assessments or when the number of send-outs exceeds five per assignment. It’s a clue that something’s amiss. This is how you can use metrics to manage yourself or a recruiting department. As a result, you’ll also improve cost per hire, quality per hire, and time to fill. What I propose might not be the most sophisticated means to measure candidate quality, but it’s something you can implement quickly. It’s far better than complaining and making excuses. The best performers are always improving processes. The best recruiters need to do the same.


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5 Ways To Challenge Yourself At The Workplace

5 Ways To Challenge Yourself At The Workplace

In a rapidly changing work environment, it becomes essential to keep up.
Almost every industry is in the middle of a major upheaval with skills being redefined in new ways,
and employees — no matter which sector they work in — should be prepared to face any kind of situation.
The best way to achieve this is by continuing to challenge oneself at the workplace.

ET has tips from the experts on how to move outside your comfort zone.

1. Start Small

The best way is to start with small steps and put yourself in uncomfortable situations.
“You could volunteer to do something you have not done before, or even try to lead a small initiative within your team.
Make yourself accountable to such results and constantly track these at the end of set time periods to reflect on the progress,”
said Vipul Singh, head of human resources and communications, ADP.

2. Work In A Different Team
Volunteering to work with a different department or team can be a good way not only to challenge yourself, but also get clarity on what it takes to be in that position.
“Most companies usually have initiatives where employees can spend some time in a different role, which helps them move forward towards career accomplishments.
This helps them understand new roles and challenges them to grow within these roles,”

said Singh.

3. Update Your Skills
Introspecting on your existing skillset is important in order to judge your strengths and weaknesses.
“While there are numerous professional courses to learn new skills, it is also a good idea to develop skills which may not be strictly relevant to the current job,”
said Partha Neog, cofounder, Vantage Circle.
“This will help in developing a fuller understanding of how things work and inspire you to develop better relationships across the company.”

4. Move Beyond Organisational Help
While most companies do have initiatives and programmes in place to help employees learn and do new things,
it’s essential to take ownership for your career path and move beyond just limiting yourselfto these.
“MOOCs (massive open online courses) have democratised learning and you can enrol in a few to pick up some new competencies.
Be sure to allocate regular time for such activities and look at new ways of approaching tasks,”
said Anil Jalali, chief HR officer at Capgemini India.

5. Learn From Failure
Every once in a while, when you attempt something new, you may fail.
“It is important to pick yourself up from failures and learn from them.
Don’t be afraid to experiment, don’t be afraid to learn from setbacks and use those lessons as stepping stones for the future,” said Jalali.
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