Nuts & Bolts

Learning happens from within. We set ourselves a learning goal for achieving certain advancements in career or business. Once this learning goal is fulfilled successfully, a leader is not expected to stop. A leader must continue with the same zeal as before and set new learning goals for scaling newer heights. In doing so a leader not only uncovers new opportunities that help an organization to look ahead, but also sets higher standards of expectations from the members of the organization. This impacts the learning practices in an organization and thus the culture. The systems in an organization (L&D / HRD) can facilitate and encourage the learning behavior of the people. As the outcome of the learning is owned by the learners, they feel stronger, empowered, confident and involved. This has a remarkable impact on the commitment level of the learners as members of the organization. We find the people in such organizations to be more energetic, positive and contributing. These

Every small business owner understands the need for good people but very few are able to hire the right talent. I realize those who do are the ones that are able to scale up and sustain in the longer run. Let's look at the problem more closely. How does a small business look for new people to hire? If they have in-house help, they buy access to a job portal and start filtering CVs based on conditions that they select from the available search criteria. If they do not have anyone to do the legwork in-house, they go to a placement consultant to help them get CVs for further consideration. Let's understand that the placement consultants source the CVs from the same of job portals. So the sourcing pool of CVs remain the same irrespective of the approach followed in recruiting candidates.  Problem 1   If we choose the incorrect criteria to filter CVs, we get inappropriate CVs. If we get inappropriate CVs, either we end up not recruiting someone or recruiting someone who

Most small business owners have a common major constraint in managing their businesses effectively. They want to be free from day to day operations, decision making, coordination, tracking task completions etc. to devote time for developmental activities. However, they hardly get a chance to address anything but the 'Urgent' category tasks. But why? We all understand and want to be accountable for the tasks that are assigned to us and want others also to be accountable for the tasks that we assign to them. In a typical work environment in any business, on a normal day, we plan several actions besides the regular operations related ones, e.g. customer asking for a special visit, purchase officer responding to an interesting vendor presentation that needs owner's intervention, a change in process suggested by an operator, an urgent analysis report request from the bank, sales report analysis that predicts change in consumption in certain products, and so on. How does one ha