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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Geeta Varma,

HR Freelancer.

This is a paradoxical situation in the current scenario. Though the numbers of management students churned out are more but the employability seems to have dipped dangerously low which could adversely affect in future of capable skilled youth. In this article we will find out the reasons as to why the difficulties are arising and what can be suggested to overcome the difficulties.

At the outset let us understand the dire state of education. Nearly 80% of graduates seeking employment have been found to be unemployable. At the same time the number of management institutes have been soaring high with sky rocketing education fees. Yet sadly the end result seen is lose – lose equation.

What are the reasons for this? Few that are visible are:

  1. The state of education level needs immediate attention for great improvement.
  2. The HRD Ministry, state boards need to take closer look at the grant of college permission to extend the education to the students.
  3. The syllabus has to be in sync with the corporate needs to align both education imparted and its practical applicability.
  4. Education has become a money spinner with no bonding to real time work experiences.
  5. The respective people associated with institutions and colleges are not educated themselves to understand the importance of imparting the knowledge.
  6. Corruption has become the normal way of life with no guilt conscious in people.
  7. Education method still continues to be the old way and not aligned to the global standards.
  8. In the know of the situation where talent is difficult to find, companies are continuing to have a mind block in rehiring experienced persons and creating age barriers.
  9. Hesitancy in breaking free from traditional ways of handling management situations and problems.
  10. The standard of education has taken a back seat vis-à-vis the financial gains.
  11. The candidates are no longer truthful on their credentials and testimonials.
  12. Recruitment partners are not engaging enough time to dig deeper into the candidates’ provided information.
  13. At times referrals without merit are given precedent over merit thereby culture of pleasing the superiors is fast becoming a killer for selection of the right talent.
  14. Unscientific remuneration structure and vast gaps are also hampering the right talent being selected and retained.
  15. Qualification sans individual abilities sans personal choice of career are becoming the enemy of talent and the shortage of skilled personnel is leading to war of hiring the same.

It is to be noted that in the past as well we have observed war on hiring talented personnel by giving high remuneration at times stretching more than rational reasons which itself created other types of imbalances.

To productively solve man created lack of talented workforce, few suggestions are enlisted below:

  1. Let there be an active engagement between the corporate houses and the educational institutes with HRD ministry all deciding to evolve a curriculum that provides employment of the right talent.
  2. Introduce Psychometric battery of tests in the schools to gauge the capabilities, abilities, interests and skills existing in the students to pick the right choice of career.
  3. Have a registered national skill database for searching the personnel for newer skill sets, old skills etc.
  4. Reach out and rehire ex-employees if the skills are not found amongst youth.
  5. Encourage reverse mentoring to benefit both the companies and the young hires.
  6. Identify potential personnel for upgrading the new skills required, hone existing skills and create backups.
  7. Develop multi section / discipline amongst employees for any unforeseen eventualities.
  8. Truly have out of box thinking for hiring and include multi type of employments.
  9. Push for changing adage labor laws to sync with the current changing world.
  10. Last but not the least, remove gender bias and be inclusive to encourage diversity at workplace.

Hence, if the persistent problem of finding qualified workers is to be tackled head on then all the parties involved in imparting education, getting educated, being employed and desiring talented people should be gainfully involved to arrive at a new solution beneficial to them.


Article by Geeta Varma, HR Freelancer, Mumbai. The thoughts shared are personal and not intended to challenge anyone.



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Role of HR in Employee Engagement

IMG_34741641173141Muhammad Murtaza Raziq

Comsats Institute of IT

Academic Manager

Role of HR in Employee Engagement

Employee engagement is a core business issue in the present day world.In every successful Organization, HR plays an important role in employee engagement to meetstrategic business goals.To achieve business goals, employeeengagement is indispensable.

It’s difficult for employees to be truly engaged if they are not comfortablewith their boss as employees don’t leave their jobs, they leave their bosses that’s why it’s critical for the supervisors to feel that team engagement is always a high priority. “It is important to remember, though, that employee engagement is not just a job for HR; it must be owned by everyone in the business at whatever level they operate. It must start at the top and filter through the organization. A true inspiration at the top level leadership is also very necessary as it inspires employees to engage effectively; moreover employees feel that they are part of the business and they are striving hard to produce the best possible results. Therefore inspiring leadership is one of the biggest drivers of successful engagement.

The top leadership team always sets the vision of the organization. The top level management initiates the idea of engagement and then disseminates the same to every layer of the organization.

In order to add value, HR can hire the most suitable employees who can best fit into the Organization’s culture, thus creating an initial compatibility between Organization and employee for employee engagement. As Culture cannot be taught, rather employees have to learn by adapting to the culture and environment of an Organization.

HR plays a vital role in facilitating between the stake holders and employees. HR creates synergy between the stakeholders and the employees and safeguards the Culture of an Organization byresolving potential rifts between the employees and the stakeholders. HR enjoys this unique position as it always endeavors to resolve possible conflicts among employees and handle grievances of employees.

Besides maintaining employees feeling of Cultural fit, HR can persistently communicate with its employees by inculcating the Organization’s values, goals, objectives, policies and proceduresinto their minds.Consistent communication is a powerful tool used by HR to engage employees.HR should remind employeesthe company’s mission and values as employees should know the real purpose of their work with the Organization they are associated with.

HR adds value to the Organization by creating an environment of appreciation,by implementing a reward culture and by ensuring that individual and group performances are recognized and rewarded subsequently. Creating an atmosphere of continuous appreciation, encouragement, and motivation can really boost the employee morale, resulting in long term commitment and engagement with the Organization. HR can give a positive working environment and it’smost ideal that employees should receive appreciation from all the colleagues, not just their supervisors.

Researches have shown that, wherever there is a positive working environment and a culture of appreciation, employee engagement and commitment grows accordingly, as people always stay with cultures, not organizations.

Today HR is no longer just the personnel department, HR has really advanced over the years,and it’snow a strategic business partner. Besides employee’s duties and responsibilities, HR can give its employees access to quality data showing people their inputs and outputs. Further access to reporting tools, metrics, and benchmarks gives employees continuous feedback and shows how their work connects to real business results, which actually drives the engagement.

HR can help its employees, finding mentors, who could offer career guidance, give an insight into workplace culture; provide emotional support, and inspiration. Today’s social media tools like LinkedIn, Facebook, Twitter etc can help people find their mentors and HR can itself arrange a Mentor for the continuous training and development needs of its employees. Research has shown that mentoring, training and Development of employees, career counseling can really drive employee engagement. Investing in training programs helps employees develop personally and professionally.

HR ensures the self-esteem and integrity of each employee by combatingharassment and avoiding discrimination. Besides discrimination and harassment, HR ensures respect for every employee, regardless of gender and position in the hierarchy.

Above all the facts, the existence and role of HR is very vital for maintaining employee engagement at all levels of the Organizational Hierarchy.

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How to create a culture of innovation


Neha Saini

Manager- Human Resource

Yatra Company 

How to create a culture of innovation

Introduction: Driving culture of Innovation is all about openness where two-way dialogues are exchanged with employees that helps in getting new ideas and then leads to discussion of those ideas.

Innovation means “new methods or ways” of doing things and it is important for every company whether a start-up who is yet to make their position in the market or an old company to sustain their position in competitive environment.

Building culture of innovation through open communication with employees will not involve people but also get you their commitment and help in identifying the value gaps within the organization. Participative style of managements has been criticized by many people as considered to be time wastage. However in a longer run, it helps producing better results and committed staff.

In today’s era where finding right talent is a challenge, it is important that employee feel sense of their importance in the company everyday and that entirely depends how empowered and how involved they are in taking company’s decision. Open house across offices is one of the ways where plans for the year can be shared with employees and people can be encouraged to participate by sharing their ideas on how together they can achieve the goal of the year. This will put each and every employee to think beyond their regular job and share their ideas on bringing new innovation at work place.

Innovation is not just about making new products but also about new processes or ways of doing same job. Employee should feel that any innovation brought by them will not just help the organization grow but will also help them make history that no one has made yet. The day an employee will start treating the company as their own one, they will start believing that their true purpose of life also lies in same.

Hence, openness and empowerment at every level of an organization is a key to drive culture of innovation, no matter result comes out to be fruitful or not. One should be allowed to speak up with their thoughts and try at least to come out with best innovation of its kind.


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Does HR Decisions impact Business Outcomes

Rushali Ligade

Manager Human Resource

Servo-controls Group of Industries

Does HR Decisions impact Business Outcomes     

An age-old saying in the world of business goes something like this “When the going gets tough, the tough gets going” is a popular proverbmeaning “When the situation becomes difficult, the strong will become engaged” and there the HR Contributions come in alignment with those of business objectives.The more stronger & specific the systems the less hardship required to struggle for outcomes. Policies & procedures,disciplinary matters,safety issues, compensatory benefits, employee motivations, rewards & recognitions is what gives positive outcomes in business.

Talent is one such promoter for a strong business,which has to be hired,developed, groomed and retained,a major contribution by HR. Arranging trainings & development programs, giving career upliftment to the technical professional gives maximum business outcomes. Companies making use of analytics, data driven – is a well-formed discipline in the field of not only marketing but other streams as well.Entrepreneurs use analytics to have a complete information & understanding of their customers and consequently make ‘right’ decisions.  Customizing & tailoring to the needs of the clients at the right hour is the major impact on the business developments. Today, the best companies pull on the knowledge and use of analytics in human resources to make decisions about HR initiatives. Such companies know the impact of every HR initiative on their business outcome.  They are able to predict every initiative’s return of investment (ROI), Employee engagement makes a vast difference in the attitude of the staff and contributes to the developments. Predictions of big companies stated that the ability to take initiative leaves a high performance in a job.

Companies are now performance oriented, it’s just like marketing Executives are responsible for their pay, which gives sense of ownership towards the objectives of self and business also the marketing departmentis responsible for their companies’ marketplace outcomes.

Thus companies have leveraged for HR initiatives, decisions for talent acquisitions and participation of HR in the business meetings as a strategic partner.Solid execution of fundamental HR services is essential to demonstrating competence and building credibility with leaders outside the function.High-impact HR organizations never stop improving; in a sense, they are in a constant state of transformation – incremental transformation or continuous improvement

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How to drive a culture of ethics in HR service

Jacks .K. Ninan


How to drive a culture of ethics in HR service


Ethics a valuable resource, that is unseen and unheard by many to undermine its true value in the success of business. Organization lives to serve a purpose and if the purpose has to reached, organization has to respect ethics and value it in the veins of it functioning.

  • So as the Leader is so will be his followers.

The culture of ethics flows from top to bottom as the signals of information is passed from the brain to its body members. The organization is structured on the rock of values it holds.

If the culture of ethics has to be driven to the organization practice, it has to pass through the veins of Human Resources policies and procedures that is translated from the vision, mission and values of the business entity.

There is tendency in the growing business focus to accelerate profit with little value given to the true value that customers value. Symptoms are seen in the long run that damages company’s reputation or financial sustainability. Naming the few damages are:

Legal complications that affect business continuity and compensation losses to level charges.

Brand image that suffers loss on potential customers and employees due to word-of-mouth on bad experiences.

Risk on loyalty of employees’ that may attract cost on additional recruitment, training and breach in continuity of experience and knowledge gained by existing employees.

We have heard as true to be “Preventive Maintenance is better than Corrective Maintenance” Through the steps of growth on business excellence, several methodologies has gained importance such as value stream mapping, lean six sigma and many other that works on the fundamental of driving value by improving performance. If I have to call them by one word, its getting things more “organized”. There is an untold story of ethics that lies behind these efforts.

A transparent way of saying let’s be honest about who we are only then can we be who we want to be in the future. Then they find the gaps and bring value to every business process, such as like…

  • Checking ones personal values match the organization in the recruitment process.
  • Having an honest exit interview process to identify gaps as to why a person wants to leave and take corrective steps.
  • Performance management serves its purpose to improve performance in the organization and not conducting a formal appraisal to just meet the obligations without serving its purpose.

The whole way of thinking gets diverted to focus on the organization growth and not personal gains.


If we have to drive ethics in HR service we need to understand its true meaning and how it plays a vital role in the success of the organization. The key to success of every organization lies unattended in a corner that often voices in the value it adds but only few are wise and sensitive to its call. The few have become true leaders always adding value to others lives.


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