Potential is everywhere… Tap it!


Anita Simson

Manager – Human Resources

Towell Mattress & Furniture Industry

 Potential is everywhere… Tap it!

You need an eye to capture, will to aid and a persistence to make it happen!

You- as a Human Resource professional… considering the fact that all HRPs understand the reality that human capital is the most important yet underutilized asset.

Every Human Resource professional needs to have an eye to catch the hidden potentials in an employee. While some people are blessed to have an opportunity to explore themselves and utilize the same to the fullest; a major fraction of employees lack with this kind of opportunity. It is awe-inspiring to read or hear that one should follow the heart; but many a times it works out well with a sound head in place.

A HRP needs to engage themselves and take out time and put in enough effort to explore the potentials in each and every employee, as it benefits the individual to grow and contribute towards the growth of the organization. This turns out to be a win-win situation for both the employee and the organization.

As a HRP, exhibiting the need for Learning & Development in an organization may not be welcomed most of the times. Understanding the fact that it is not a cakewalk to convince the management that the educating process is not just a waste of time and effort but an investment worth investing is the core of HR in the true sense.

Ensure that L&D process should not be a one-time but has to be a continuous process to yield the finest results. Keep your endurance level high, as you are the significant tool that prospers the way to sumptuous health of your organization.

Keep polishing your employee every now and then and get the best out of them. It indeed helps you extracting the unseen talents out of others and in turn helps you stay lively in terms of employee engagement. Knowledge sharing can be executed anywhere and everywhere- starting from the corridor conversation, simple hello at desk to the gossip corner of your work premises. A smart way is to switch every inch of the workplace, every moment of the employee to a learning and earning experience. Give them a cut and a polish and they will shine and sparkle like a diamond throughout.

It’s really fun to have people thinking in the same line around you. Find innovative ways to pin down their interest.

Collaborative working style enhance the culture of any organization. It is always seen that you involve your people in your working and you find amazing results. This is a result of not imposing anything on anyone yet everyone understands their roles completely, feels empowered and march towards a single goal. The said is elaborated with a given example.

Our organization decides to go on a cost-cutting drive in the start of Year-2015. An open forum, participating all employees, was conducted. It was amazing to see the employees, even at the junior levels, coming up with loads and loads of ideas oozing out their best creative juices. Your role as a HRP is to encourage people open their minds, start thinking out of the boxes and voice out their opinions. We got practical, workable concepts of reducing papers and wastages in the first place, which in actual words- got a sizeable percentage in cost reduction. The fine suggestions, which were executed and attracted amazing results were:

  • Reduce the no. of printers around- This obviously restricts unwanted printouts and duplicates.
  • Printouts in book size- reducing the no. of papers/ files.
  • System generated fax- restricting the printing of the same.
  • Electronic signature- reducing considerable amount of papers, therefore reducing the files, storage, time, etc.
  • Internal documents to be printed on one-side used papers.
  • Contacting a recycling company for wastages- as earlier we use to pay for clearing the wastages and now it was done with no expenses and initiated a walk towards the Green Community.

To summarize the above, Year-2015 reflected a 33.4% of reduction in paper usage. We owe this success to our employees as they were the advisors as well as implementers and as stated the HRP stood as an instrument to make it happen.

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Brief of Drivers For Job Satisfaction


Vijayashree Pathikonda

Verisk Analytics.d.b.a AIR Worldwide

Manager, Human Resources

Brief of Drivers For Job Satisfaction

In more than a decade experience as Human Resource Professional, I have found significant changes in drivers of job satisfaction trend. Multiple factors that contribute to employee satisfaction levels including social & economy, as well as overall satisfaction levels tend to shift over time.

Given the lifestyle & economic factors at play in recent times, it’s hardly surprising that employees ranked job security as the most important factor for job satisfaction. This is no longer the case.

“Opportunities to use skills and abilities” have taken the spot,followed by Job security and compensation/pay.

Most recently I have been observing the following as key drivers for job satisfaction, in fact many HR forums and surveys discuss in similar lines:

  1. Trust and confidence in the company’s leadership:

It is important the employee made feel part of the organization. For employees to truly be satisfied, I find it’s essential that employees are confident in organization leadership ability to effectively manage the company. Some of the areas that company can look at:

  • Regularly communicate how the company is doing, where it’s headed, and any news that affects employees
  • Take action on employee feedback and involve them more in the planning process
  • Give adequate special attention to each department/Business unit.
  1. Each employee is valued & special:

Employees need to feel that their employer invests for their wellbeing, work environment, and development.  When employees feel they are valued as an important asset to the company, they’re more likely to contribute extra effort, provide recommendations for the company, and ultimately remain as loyal employees. Its an continuous process to make employee feel valued by:

  • Each employee must have an Individual career development plan(IDP)
  • Providing platforms to employees to provide input and act on their feedback
  • Work evenly distributed across levels so that an employee has work life balance.
  • Reduce micro management.
  • Build effective relationship between employee & immediate supervisor.
  • Rewards & Recognition for good work.
  1. Career Growth & Development:

Employee spends a majority of their day at work, and expects to appreciate for their contribution to the company. Employees disengaged & unmotivated, don’t like the type of work they do. Employees, those engaged and satisfied contribute exceptional effort most often take pride in and enjoy their work. Some ways to ensure employees are enjoying the job are to:

Set SMART goals and communicate what’s expected and how it contributes to overall success of the company

Ensure that employees are equipped with appropriate resources and training to perform their job.

Have regular 1:1 meeting to hear employee and provide regular feedback on performance.

Focus on effective team building & culture

Give employee flexibility and set priorities

  1. Compensation & Benefits

I often see Compensation as a sensitive subject and a key driver, It’s important that employers adopt pay for performance compensation philosophy so that employees are being compensated fairly to their contribution. Gone or days where seniority or years of experience paid more. Employers should also focus on industry compensation& benefits climate study to compare with similar companies.

  • While conducting comparable study it is also necessary to take steps to reduce any gaps discovered in the benchmarking process.
  • Companies should introduce best benefits practices that promote employee wellbeing.
  • Compensation raises are linked to job performance.

Very often companies rely on employee engagement survey to identify their staff drivers for job satisfaction; I personally see it is restricting. It is necessary that employers have continuous check on employee pulse not by just relying on annual survey also other key attributes such as attrition analysis, employee referral trend, employee open house and other appropriate platform can be a great source of information to check on drivers of job satisfaction and organizational climate study.




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What can you do when employees are constantly late for work?

Aarti Malhotra_Passport size photo

Aarti Malhotra

Freelance Writer 

What can you do when employees are constantly late for work?

In today’s scenario, when greater development focus lies on many factors including leadership and relationship management, managers tend to ignore the root cause of employees arriving late for work, even though they may be high performers.

Managers consider punctuality a virtue that an employee must exhibit, as it is critical to business success. If the employee fails to be punctual, then anunfavourable perception is often set. But, before managers develop any perceptions, they should fairly assess if this behaviour exhibited by the employee is deliberately habitual or if they need to examine and understand his or her circumstances. We need to avoid the mirage and locate the oasis.

You may find it polemic but employees who constantly arrive late to work are not always latecomers by habit. Habitual latecomers who are not concerned with reaching a little (or a lot) late for work are a type in themselves. They need to be micro-managed and coached. The coach needs to understand their psychology, identify root causes, and propose intervention strategies. However, sudden deviations from punctuality could be due to the employee eitherabruptly lacking motivation or developing personal challenges. A manager should have informal discussions with the employee, may be over a cup of coffee, and find out how things are at his or her home and with work. As an example of a personal challenge, managers should not reprimand an employee with a medical condition who is unable to reach office on time due to prescribed medicines. As a solution, managers should collaborate with HR, and provide flexi hours to the employeetill the time he or she recovers from the condition.Another example, a latecomer employee whose long term goals are not met inthe assigned role, should be allowed to explore challengingroles and pursue training in the organization to expand his or her vistas.

By taking time to check in, you give the employee and yourself an opportunity to examine circumstances. While employees may or may not always have a good reason, they will appreciate your giving them the benefit of the doubt, rather than a slap on the wrist.


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Brief of drivers for Job Satisfaction



Lnt InfoTech Ltd


Brief of drivers for Job Satisfaction

Everyday we go to work with certain expectations from ourselves and some from organization .When both the factors are balanced and we are happy on and off the work place that’s when we term it as job satisfaction. With increasing demand on productivity , stress levels within an organization are very high , here are some of the drivers which help us reach the equilibrium stage where we say we have job satisfaction.

  1. Work Life Balance: Flexibility at workplace .This parameter defines balancing work and non work commitments. This is one of the major factors as it helps a person to take control of his career aspirations as well as help him lead a healthy lifestyle which includes health and family needs.
  2. Respect as an individual: Employee treated as an asset and not as a resource. Its human nature that if a person feels he is valued then his commitment enhances towards any assignment irrespective of the complexities attached to it at a given timeframe. Recognition for the work drives in happiness and helps an individual to perform better.
  3. Work content : This defines the job enrichment which a person gets during his daily work routine.If an individual gets to perform the work in such a way that along with deliverables he gets to enhance his skills & knowledge at the same time , this win win situation helps attain the state of job satisfaction. Continuous learning always keeps the mind active and helps in design thinking.
  4. Trust in Organization Leadership: This helps in satisfying the basic hygiene factors like job security, remuneration, growth aspects, and self-development. This also helps in relationship building. Individuals enjoy and feel safer when relationships are built and this helps in retaining employees.

Today’s employee wants to feel happy at work. Motivation, job enrichment and timely rewards play a key role in any individual’s success and forms the key drivers of job satisfaction. Every employee wants to reach the top balancing the professional and personal factors. Job satisfaction not only helps him to grow professionally it also impacts his personal life in a big way.

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Approaches to Create and Develop ‘Virtual Talent-Mindset’



V Lakshmi Chirravuri

Pursuing Master’s Program in Industrial and Organizational Psychology

Chicago School of Professional Psychology, US

Approaches to Create and Develop ‘Virtual Talent-Mindset’

Myearlier blog post “Virtual Talent Management” ( emphasized on key questions that companies need to think through to mitigate virtual talent management challenges. This article – Approaches to Create and Develop Virtual Talent-Mindset– as a continuation to my earlier post, aims to provide a step-by-step holistic view of virtual talent management framework.

  • Create a structured hiring process to screen, short-list and select individuals suitable to thrive in a virtual environment. The interview process can include scenario cases to check how candidates respond to a specific work situation that requires them to work remotely and/or interact with his or team members/managers remotely, etc. Same interview process can be used for managers/leaders by checking with them on their management styles with virtual teams. Building on this interview process, the hiring managers can also have a Skype or other video-conferencing call/s prior to selection. Thus, individual assessments should be conducted keeping in mind telecommute culture and success.
  • Orientation and onboarding needs to be structured in a well-defined manner. For instance, if group of individuals (for a particular department/project or different departments/projects) have their date of hires close by then the organization can organize an onboarding meeting/workshop in a convention center or hotel[1] that is centrally accessible to all the selected candidates. It is imperative to note that organization needs to have budgets and plans chalked out for these face-to-face and in-person gatherings.[2]However, if there are only 1 to 3 quick hires for a fast paced project, then plan should be chalked out to facilitate in-person meeting among the delivery/hiring manager and new hire/s. In case of emergency situation/s where new hires are not able to make it to the meetings, they can be provided with videos of the gathering followed by group Skype introductions.
  • Regular check-ins through chats, go-to-meetings, web audio conferences and video conferences should be built-in as a work culture system among managers/supervisors, team members and other key stakeholders like HR practitioners and executives. As a follow-up, minutes of meetings, discussion points and action items have to be listed on dashboards and metric systems so that managers and their direct reportees, HR executives and senior executives have access such that these points can facilitate toward future tactical and strategic plans.
  • Quarterly in-person review meetings have to be planned and scheduled in advance such that all the participants have chalked out their work plans. These review meetings can be organized in a central accessible location[3] at convention conference center or hotel. Based on the review meetings, in-person development sessions, workshops and training programs coupled with e-learning and webinars have to be organized with well-planned logistics and administration. All these in-person meeting discussions have to be captured in the performance management systems. The regular check-ins and quarterly in-person meetings should be the building blocks for high potential talent, leadership development and succession management.
  • Organization needs to create room for on-site get-together where employees and their families are invited to foster interpersonal and social interactions as a part of organizational culture.
  • Online 24X7 ‘employee help-line’ to facilitate counseling sessions for employees experiencing stress, grievance or any issues impacting personal and professional life.

In a nutshell, having a dedicated, structured and engaged virtual talent management framework can foster organizational success and work/life balance for employees.

[1]Logistics and Administration department can plan to check for hotels/conference convention centers that can provide corporate discounts for organizing meetings/gatherings every year.

[2]Organization has to be mindful that huge amount of savings (in terms of operation, administration and estate costs) are already being achieved through telecommute workforce. Hence, it has to be prepared to invest at least some or most part of the saved budget toward in-person meetings and gatherings.

[3]Logistics and Administration d
epartment can check for corporate airline/s discounts and set up reimbursement plans for employees including those who wish to drive through.

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