Showing posts from June, 2012

Competency Architecture in a Manufacturing Company - An Overview

The following are the 16 critical traits established as an outcome of a study conducted for one of my client in the Manufacturing Sector:
Team Work Teamwork is one of the most essential qualities for the success of any organization. It has been seen that in the absence of teamwork, teams fail to perform to the best of their abilities. Teams are constituted so that each individual is assigned a particular task which collectively helps an organization to achieve its objective. Team members are responsible for ensuring that they are performing as per the expectations of the company and are delivering on the important parameters.
Problem Solving Problem Solving occurs when an organisation needs to move from a given state to a desired goal state. It is a process that involves and requires discovering, analyzing and solving problems. The best strategy for solving a problem depends largely on the unique situation. In some cases, people are better off, learning everything they can, about the iss…

Mid Career Crisis

Mid-Career Crisis is caused when
üYou are stuck up at work for reasons beyond and within your control, which remains unidentified. üHandicapped by indecision when it comes to taking a call wrt to scope, role, function, responsibilities and reporting. ü  Unhappy with situations, people, business environment and communication.   üFeel under-utilised or threatened. üFeeling unrecognised and not rewarded. üWhen your knowledge is of higher order and you are made to    perform lower order level jobs. üYou are over performing and people deliberately don’t want to recognize your worth.
So,What is mid career counselling?
It is an art and a process of ‘listening’ to your concerns. Aimed at identifying the gaps between your current state and the desired state at work by extending support to you, in arriving at a realistic state of mind by accepting the reality and agreeing to your strengths & limitations. It is a process of building sustainable agreements in dealing with issues related to career, …

Customer Focus and Service Orientation

It's commonly believed that business-to-business (B2B) customers are uncommonly rational. The conventional wisdom is that, when buying for a business, customers are primarily concerned with objective factors such as price, speed, and efficiency. It is only when people buy things for themselves do they get emotional about their purchases.

That conventional wisdom is probably wrong.

In fact, B2B customers are possibly more open to becoming engaged than business-to-consumer (B2C) customers. Think about it: If you buy the wrong brand of socks for yourself, you'll be annoyed for the single day you wear them. But if you buy the wrong firewall and virus protection service for your company and then your company's computer network implodes, you might lose your job. Because professional reputations and careers can be made or broken by B2B purchases, B2B customer engagement may be even more fraught with emotion than B2C relationships.

Engagement pays

But what is that emotion? One might t…

Leadership – as understood and applied from the perspective of workshop facilitation

The business card of being a learning and development facilitator, when flashed at the client, raise suspicion embedded curious eyebrows followed by a question. So, do you think leaders are born or are made? The question has an answer from the seeker and he is absolutely firm is expecting an affirmation as a reply to his query. So, how do I go about ensuring a reply, laced with an appropriate response that is covertly flattering and yet establishes my point of view?
From the point of view of a trainer and facilitator to learning, the easiest approach is to align my response to my first hand experiences with the learner/participant’s interpretation of Leadership.
The top 5 responses in context to the managerial roles are as follows:
a)      The ability to COMMAND people in getting MY job done. b)      A personality that DEMANDS respect. c)       DECISION MAKER, when it comes to the FATE of my SUBORDINATES. d)      Being the HEAD by the virtue of my role and position within the organi…

Employee Engagement ~ Architecture in Magnificence for Organisational Excellence

For a practicing learning and development professional in me, it was quite heart warming to take note of the fact that Infosys has once again demonstrated being a clear front-runner and an accomplished employer by establishing benchmarks in human capital management by considering the most crucial of all resources to be accounted for, in their balance sheet as an asset, albeit by calculating the ownership through ESOP.

All these while, I wondered on the tall claims of human capital to be considered and classified as an ‘asset’ and yet not being subscribed to, through the tedious empirical evidence and copious approaches being discussed and debated in plotting the contribution made by the human resource to the bottom-line of an organisation, notwithstanding the ROI by enumerating the ‘penny-spent-pound-realised’ by the organisation in the disguise of talent management. This is at-least the beginning.  
I firmly believe that the best of practices in ‘employee engagement’ currently in pl…


Trust is such a small word and yet so gullible by being so susceptible to temptations which scores nothing at the face of breaking it and yet when discovered, leaves the most lasting of twinge and agony. It is like an eraser, the more that you erase the mistake, the smaller it becomes. In the professional space, the only thing that I had envisaged was to build onto the resources, empower them and make them ready to acknowledge the power to continuously work towards building resources by the strength of transferring the learning and the unique competencies that each one of us are endowed with.
The quiescent giant, called insecurity when awakened from its slumber wakes up in an inebriated state, oblivious of its stature and starts plundering one of the most sensitive virtues that we all possess, called TRUST. Completely unaware of the implausible outcome of the act, it betrays the very basis, on which we build relationships, anchor respect and establish precedence of accomplishments; …