workforce management Archives | POST A RESUME HR Consultancy

Significant milestone for POST A RESUME as we proudly celebrate our 17th anniversary!

Vipul Mali — Mon, 30 Sep 2024 16:22:40 +0000

Today marks a significant milestone for POST A RESUME as we proudly celebrate our 17th anniversary!

For the past 17 years, we’ve had the privilege of serving clients across India and Africa, providing top-notch Recruitment and HR Consultancy Services.

Our journey has been fuelled by the trust of our clients and the dedication of our amazing team.

Together, we’ve made a lasting impact in the industry, helping businesses thrive and individuals find their dream jobs.

Thank you to all our clients, partners, and team members for your unwavering support.

Here’s to many more years of success and growth!

#17YearsOfSuccess #AnniversaryCelebration #ServingIndiaAndAfrica #ThankYou #postaresume

————————————————————————————————-
Like and comment on this post with your remark and inputs. Share it with your Friends and Family and follow me @Vipul M. Mali for #jobsearch, #careerguidance and #talentacquisition related content.
————————————————————————————————-

Know More About Our Resume Writing Services.

Top Resume Writing Tips for Maximum Impact > Free Sample Resumes

Importance of Cover Letter >>> Sample Cover Letters

Know More About Our Resume Writing Services.

Top Resume Writing Tips for Maximum Impact > Free Sample Resumes

Importance of Cover Letter >>> Sample Cover Letters

Join Our Telegram Channel

The post Significant milestone for POST A RESUME as we proudly celebrate our 17th anniversary! appeared first on POST A RESUME HR Consultancy.

3 ways upskilling can boost the post-COVID economy

Vipul Mali — Thu, 18 Feb 2021 09:39:23 +0000

A new report finds the practice will be key to stimulating recovery.

At the World Economic Forum’s Davos Agenda 2021 conference late last month, global leaders came together to discuss how to restore trust in a post-COVID-19 world.
One of the week’s highlights came from PwC, which released its Upskilling for Shared Prosperity report. The report found that upskilling global workforces will be critical for a post-COVID economic recovery.
[the_ad id=”1630″]
“The report notes that unemployment is expected to rise as economies continue to experience the effects of the pandemic,” Bob Moritz, global chairman of PwC, said in the report. “Therefore, upskilling the global workforce is key to stimulating the economic recovery from COVID-19.”
According to the report, the three broader advantages of upskilling are increases in productivity and job creation—especially of high-quality, fairly paid jobs—which in turn helps reduce wage inequalities, especially those created by skill-based technological change.

[the_ad id=”1630″]

The report also notes that business sectors that have suffered from low-wage growth and output for decades could reap significant benefits from upskilling. For example, health and social care could add $380 billion in additional GDP through upskilling by 2030.
Increasing upskilling won’t be easy, PwC notes in the report, which was developed in collaboration with the World Economic Forum. Challenges include the disconnect between current education programs and the skills that employers need now and in the future. Businesses and policymakers, however, can take steps that the report spells out to create more inclusive and sustainable economies.
Leaders, in particular, will require some upskilling focus, says Forrester principal analyst Katy Tynan, whose work centers on preparing leaders for the future.

[the_ad id=”1630″]

She notes that even in normal times, too many leaders struggle to inspire and engage their teams and organizations. Tynan will discuss the expected demand for upskilled workforces in a keynote address, Not All Leaders Are in the C-Suite, at the Spring HR Technology Conference & Expo, which will be held March 16-19. With the added stress of a global pandemic—which has transformed how, when and where we work—employers have seen some leaders rise to the challenge, Tynan says, but others have not.
Typically, the development focus is on senior leaders: CEOs, presidents, CHROs, CIOs. But, when the “gritty work of change” gets done in organizations, it often happens through the effort of leaders who don’t reside in the C-suite: frontline managers, directors and team leaders. Yet, in many cases, employers have underinvested in upskilling these key resources—leaving significant gaps in their ability to respond and rise up to meet the type of challenges that emerged this past year, Tynan recently told HRE.
[the_ad id=”1630″]
“There’s another transition coming,” she said about the need to constantly revisit the skills leaders are equipped with, especially those outside of the C-suite. “It’s not enough to say, ‘OK, now we know how to do [leadership development for managers].’ Because next year there will be something very different and managers are going to have to pivot again and learn new skills. You have to keep investing.”
At Spring HR Tech, which is free to attendees, Tynan will offer up data about the value of developing these frontline leaders and explore ways to strengthen this critical community to ultimately drive organizational resilience and adaptiveness—essentially, the highest level of upskilling.
[the_ad id=”1630″]
[the_ad id=”2536″]
Read More Updates…
US stocks set to resume climb, while bond yields and the dollar slip as investors mull lower-than-expected inflation
Remote onboarding: How to make your remote newbies feel welcome
Govt approves multi-modal logistics hub at Greater Noida, will create over 2 lakh jobs
Govt disbursed around Rs 13300 crores thru EPFO COVID-19 advance claim: Santosh Gangwar
103 of Lufthansa’s cabin crew in India laid off
Waheguru Ji Ka Khalsa, Waheguru Ji Ki Fateh. Happy Guru Nanak Jayanti to you and your family.Waheguru Ji Ka Khalsa, Waheguru Ji Ki Fateh. Happy Guru Nanak Jayanti to you and your family.
[the_ad id=”1884″]
[the_ad id=”1630″]
[the_ad id=”1973″]
[the_ad id=”1902″]

The post 3 ways upskilling can boost the post-COVID economy appeared first on POST A RESUME HR Consultancy.

How to build resilience in your hybrid workforce

Vipul Mali — Sat, 26 Sep 2020 13:27:44 +0000

By leaning into discomfort and disruption, leaders can forge a path towards resilience.

It’s no secret that we’ve been working a little differently this year. From all-out lockdowns, half-full offices and myriad other combinations – our ways of working have become increasingly hybrid. But what impact does this have on resilience? Let’s see what Canada-based positive psychology expert Dr Michelle McQuaid has to say on this.

Defining resilience

Before we start to think about how resilience might look in this new world of work, the way we understand resilience needs to be clearly established. There’s a common misconception that resilience means bouncing back from adversity, but that requires constant adversity from which to bounce back. If we constantly need something to press down on us in order to activate our resilience, we will eventually run out of steam.
“If you keep pushing down on a basketball so it bounces back, you’re going to lose energy and the ball is going to dribble away,” says McQuaid.
She says resilience should be framed as leaning into rather than away from what’s in front of us.
“At the moment we have choices, particularly when we’re confronted with struggle, uncertainty, discomfort – all those things we’ve been experiencing over the last nine months at a heightened pace. We have a choice whether we are going to lean into those moments or lean away by numbing and distracting ourselves, projecting that discomfort onto others, or burying our heads in the sand.”

With hybridity comes diversity

What’s become apparent this year is that there’s suddenly a lot more diversity in the ways we work, says McQuaid.
“Long term, as we’ve seen in all sorts of studies, diversity is actually a good thing. It generally leads to higher performance and wellbeing in teams. But what we also know is that diversity, at least in the short term, creates more challenge because we suddenly have different needs, perspectives and ways of wanting to do things.”
When those different elements are introduced, it can spark creative conflict in teams and some navigation is required to generate new possibilities in how we work.
McQuaid says that acclimatising to this hybrid workforce model and the diversity of different working situations is going to require a heightened level of psychological safety, which we were already struggling with pre-COVID.
And it’s bound to get messy. Like most change that’s disruptive, there is an eventual period of struggle while we figure out how to adapt to it. But there is much to gain.
“If we can find our way through by being resilient and leaning into the disruption when we navigate, so that we do it together and we’re committed to figuring it out in ways that work for all of us rather than just settling for compliance – then we actually stand to achieve much greater benefits than when we had a far more homogeneous workforce.”

How to approach resilience in a hybrid workforce

Resilience requires psychological safety so that we feel confident in our abilities to problem solve and stay motivated.
If we’re not careful, we can slip back towards learned helplessness – the opposite of resilience. This state of apathy leads people to feel that whatever they say or do isn’t going to make a difference, so why bother.
What can happen when facing disruption, says McQuaid, is that the old style of leadership based on power and control rears its head. In this mode, leaders feel they need to have all the answers and dictate the ways of work – reducing psychological safety and generating learned helplessness.
“At best you’ll get short-term compliance, but you’ll rarely get long-term commitment because their own hopes or wants are not being met. It’s not meaningful to them. If I’m told to do something by a leader and God forbid I’m struggling or it’s not working for me, then I’m seen as the person who’s not being a team player.”
The best approach, says McQuaid, is to let teams find their own way to bring order to this hybrid setup by ‘inviting and inquiring’.
Instead of leaders needing to have all the answers, they can invite their team to identify their different needs.
‘Working from home’ is not a stock standard environment. It will differ for people in terms of how well they’re set up, who else is in their environment, whether they thrive in that format or not, whether they had a choice to be working at home or whether they’re longing to get back into the workplace environment. As working from home isn’t a one-size-fits-all scenario, we can’t expect different people to operate in exactly the same ways.
Same goes for those back in the office, says McQuaid. Even though the environment might be a bit more stable and consistent because our work premises set it up that way, there are still variables such as how long our commute is, whether we thrive being around people in a noisy setting, or whether we’d be better off working from home but have to be in the office.
Faced with this diversity, leaders need to get curious and ask their people what works best for them, and be willing to create psychologically safe spaces for them to be heard.
When these needs have been identified, we must inquire as a team how to support those different requirements within the resources and realities available.
Importantly, says McQuaid, both leader and team need to give each other space to experiment and keep checking in on what’s working well, where they’re struggling and what to keep trying.
[the_ad id=”1630″]

Resilience-building in practice

To start with, leaders should open a conversation with their team using the invite approach. Acknowledge that the ways of working are now different and ask people what they need to thrive and work together as well as they can in this new environment. This conversation should identify what people need individually, collectively and what they expect from each other.
“I think leaders often fear that this will lead to complete chaos, but the good news is that we likely have more in common with each other than we’d ever suspect because we’re wired for belonging,” says McQuaid.
“We will actually forgo what we need individually in order to be part of the collective good. It’s ok to not fit into that diversity, but it’s good to put it all out there and consider what can be shaped to serve the common good.”
The second step is to get people to take responsibility for how they’re going to work as a team and what they’re going to do individually to support that. To own responsibility as a part of this solution – whether that be turning up to team calls, communicating on chat forums or coming into the office every Tuesday – they need to care enough about it in order to commit, otherwise it will be a matter of short-term compliance. There needs to be a level of inquiry to allow team members to be clear about what responsibilities they care enough about to own.
And lastly, there needs to be some structure around all of that through routines, rituals and rhythm which will shape team culture.
[the_ad id=”1745″]
Routines are centred around what the business needs from us to deliver what’s required, such as team meetings and feedback processes. The hybrid team needs to elect the routine that will allow them to function at their best.
Rituals, on the other hand, tend to be a bit more about what people need from the business. Do they want to partake in social Zoom calls on Friday afternoons in lieu of afterwork drinks? How should birthdays be celebrated, new team members welcomed and milestones marked?
After identifying these routines and rituals, the rhythm, or frequency of these elements, should be set.
“It’s a living experiment,” says McQuaid. “You want to review that once a quarter and decide on more or less. What’s the right amount to keep us connected, productive and engaged?”

[the_ad id=”1884″]
[the_ad id=”1973″]
[the_ad id=”1902″]

The post How to build resilience in your hybrid workforce appeared first on POST A RESUME HR Consultancy.

workforce management Archives | POST A RESUME HR Consultancy

Significant milestone for POST A RESUME as we proudly celebrate our 17th anniversary!

Today marks a significant milestone for POST A RESUME as we proudly celebrate our 17th anniversary!

Join Our WhatsApp Group

Join Our Telegram Channel

Know More About Our Resume Writing Services.

Top Resume Writing Tips for Maximum Impact > Free Sample Resumes

Importance of Cover Letter >>> Sample Cover Letters

Read More Update…

————————————————————————————————-

Join Our WhatsApp Group

Join Our Telegram Channel

Know More About Our Resume Writing Services.

Top Resume Writing Tips for Maximum Impact > Free Sample Resumes

Importance of Cover Letter >>> Sample Cover Letters

Join Our WhatsApp Group

Join Our Telegram Channel

3 ways upskilling can boost the post-COVID economy

How to build resilience in your hybrid workforce

By leaning into discomfort and disruption, leaders can forge a path towards resilience.

Defining resilience

With hybridity comes diversity

How to approach resilience in a hybrid workforce

Resilience-building in practice