Shaping young HR leaders
We are amid massive global corporate shifts, moving to an increasingly automated ecosystem. The skill requirements vary by the day and job profiles become more demanding, trumping the hiring and retention practices of organizations.
Rewards and recognition are a key part of building successful teams. They help create internal energy, which is not just infectious but also a great motivator for other employees.
There has always been a burning Debate on the matter that whether the HR Heads/CHROs can be next Gen CEOs. Historically, heads of HR haven’t been contenders for the CEO’s post as they were perceived to be lacking in financial acumen and business knowledge.
The Human Resources function has long been trivialized as the official Rangoli organizer of an organization, when in fact, HR can do/be so much more than just a hiring, payroll managing transactional function.
As Bill Gates said, “We all need people who will give us feedback. That is how we will improve”, we often underestimate the power of feedback and how beautifully it can work for our growth, both professional and personal.
It is often said that a happy workplace is likely to be the one that is most productive. Organizations today place increasing importance on creating a conducive work culture, treating all employees as equal, fostering diversity, and most importantly, giving people the freedom to be themselves at work.
In the hospitality business, the calibre of your guest services and staff reactivity directly affects your hotel’s image and reputation as well as its financial performance.
In the current scenario, communicating business and individual goals, sharing strategy, and giving constant feedback on the team’s progress require an effective process. The concerning issue of employee burnout rose significantly post Covid-19 majorly due to the remote working model leading to ineffective communication between tween leaders and employees.
One of the most relevant principles of leadership strategy is to create more leaders. This is one of the strongest quality indicators for a leader to identify promising talent.
Diversity, Equity and Inclusion (DE&I) is now a frequently used term in the corporate world. The significance is broadly understood, however, the reality of work that needs to be done to truly bring it about varies depending upon the organization’s maturity level.
With the rapid change in the global business landscape, apart from employee benefit essentials such as healthcare and stock options, companies must also provide substantial upskilling and reskilling options if they want to retain their best talent.
Corporate culture is the only sustainable competitive advantage that is completely within the control of the entrepreneur.
