Human Resources, Talent Marketing, Management
With increased turbulence in market conditions and accelerating changes in the business world, the only true competitive advantage that an organization possibly has is its people, who can navigate an organization through difficult conditions successfully. But the real challenge is how can organizations accelerate learning?
Let’s take a closer look at how Ben, Chris, and Anna are navigating their next in their respective fields of work.
Read more: https://infy.com/2wWGbk5
Today I visited a hospital with my son for checking on a small inflammation he developed in his hand. It was nothing to worry about but my son would have been under some pain during the procedure. The doctor was open about the whole procedure with my son and after finishing up, gave a sticker to him for being brave. A Doctor could have just focused on the inflammation but rather choose to focus on the person.
As HR professionals, we often are focused on the issues that employees bring rather than the employee.
How do we bring Empathy into our profession?
Have you come across a situation where HR has provided you an experience that you liked?
Looking forward to hearing from you!
So it was time for Rama to go back to baikuntham after ruling Ayodhya for many hundreds of years. Ayodhya was a rich and powerful kingdom with its citizens experiencing happy life. In short – everything was perfect. Ram’s purpose of coming to earth was met but Rama simply forgot about his original Vishnu form and was performing his duties, as a king.
For kaala to move on and enable Rama to realise his true self and go back to baikuntham, a sage plans a trick and Lakshman falls for it and commits suicide. Listening to the news, Rama decides to go into surayu river and drown, brining an end to his avatar.
But Hanuman realises this and tries stopping ram. To teach Hanuman that this is just a kaala chakra, and everyone needs to do their bit, Rama slowly drops his wedding ring through a hole under the thrown and orders Hanuman to instantly become small in size and bring back the ring.
Hanuman follows the command and reduces his size and goes through the hole only to realise there are countless such rings and countless Hanuman trying to figure out which ring is the ring
Hanuman realises that it’s not and end. Ram will be back and next cycle, he will meet another rama and come down again. But to comply with the command, Hanuman nevertheless continues to search for the ring dropped by Rama in this kaala chakra.
One could criticize this story is not possible – logically if kaala is chakra then also it should have started at a point and if it started, then it has to end. If it never started, then only it will perhaps never end, which means it goes on infinitely! And how do one make sense of infinity? In this case there should be infinite rings and infinite Hanuman and since we don’t know what infinity means we cannot make sense of the statement at all and so the story looks quite bogus but I would urge you to rather take this story at face value and try to look at the deeper meaning in the story rather than looking at it mathematically.
Recently I read in newspapers that 2000 french students from ivy league colleges have decided not to work for polluting companies. Belief is that top polluting companies will get their acts together seeing this talent threat. But as with most green initiatives, this is short sighted and bound to fail.
Airplane companies produce so much of CO2 emissions… Are they polluters? Or are the ones who buy their tickets actual polluters? Was the contract killer the main accused or the person who contracted?
How much green house gas was produced in making your organic perfume? I am sure not much – directly – but indirectly, the executives would have made several air trips and produced a lot of CO2 in the process. If we add those CO2 by number of perfume bottles produced, I am sure many may refrain buying the bottle in the first place.
How can we improve situation from home it is today? Perhaps we can force companies to report their green house gas emissions in their annual report. Perhaps a sustainability report with structured input headers. That can help students identify those companies that care about nature from the one that don’t.
So imagine your stocks reporting their sustainability report along with financial reports.
Imagine you going to shop to buy a TV and the TV company showing their sustainability index on their product so that you could choose to buy TV that you are comfortable with also taking into consideration the sustainability model.
While this is very complex, and will lead o a whole lot of tech investment, I highly recommend this approach since our planet is worth it.
Cthan
I recently got into an IT project with a dream to digitise the process and use the efficiency to drive down cost, improve experience and reduce marketplace inefficiency (matching demand with supply) – sounds all familiar?
As in any IT project, we envisioned an end product that would meet all our requirements but then decided to prioritise a few features given the realities such as budgets and timelines – Thus came the MVP, Minimum Viable Product.
As the name suggests, it is minimum! Something like start small and make it big. But if we make something very frugal, can it live upto the expectations of the future? Perhaps not! So comes the second name, viable. Anything that is viable, gives more economic returns than what is invested in. So theoretically, we could make something very small as to not give any ecconomic output and thus any small cost would mean the product is not viable. Mathematically, 0/(however small number/cost) still results in 0.
So ‘the small’ that we start with should deliver sufficient economic value inorder to justify the denominator – that is the cost.
Also who determines the minimum? The person who is closest to being able to calculate the economic output should. Because calculating the denominator, cost, in most cases is rather simple. So it’s essentially business that should tell IT team if the economic output for certain costs is high enough.
But will the minimum viable product actually give raise to the theoretical economic output that is estimated? That is a business risk. And things can go different from plan and therefore a minimum viable solution should have a 6 months vision of product road map so that the project can be added with more bells and whistles to deliver better economic value.
So next time you think k of creating an IT product, think of a Minimum Viable Product where you so big enough to deliver economic value to justify costs and plan for roadmap atleast for 6 months.
