Category Archives: Business Leadership

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How to Recognize Employee Accomplishments

This is a guest post from Linda Ginac, founder and CEO of TalentGuard, a global provider of award-winning career pathing and talent management software. Inventive and driven, she is known throughout the industry for disrupting HR technology and is the inventor of the first commercially available career pathing software solution designed to optimize employee engagement and retention.

Many HR departments around the world face the same challenge: effectively managing a diverse workforce. Part of the struggle in talent management for companies is understanding employee needs and how to fulfill them over time. While some organizations thrive in this arena, others fall short, creating an environment where employees are disengaged, lacking morale, and on the hunt for a new position at a different company.

Keeping employees connected with the work they do and the organization that employs them is tightly linked to recognition. The companies that have high retention rates, attract the best talent, and maintain an engaged workforce over time understand the importance of recognition across all facets of the company. However, providing timely, accurate recognition to the employees who deserve it the most is often easier said than done.

Fortunately, technology has created new ways to deliver employee recognition for the accomplishments they achieve, most notably through performance management software.

Why Recognition is Necessary

Before understanding how performance management software affects positive change in recognizing employees, it is essential to know why recognition is so valuable.

First and foremost, employees around the world are, more often than not, disengaged in the work they do. One driving force behind a lack of engagement is a lack of recognition from peers, managers, and the company as a whole. Employees are more prone to be highly engaged on the job when they are happy, and happiness is a direct outcome of recognition.

Proving employee recognition not only improves the mood and therefore the engagement of individuals; it also creates a workforce that is more likely to stick around for the long-term. High turnover rates cost companies millions each year, and low retention bleeds into wasted recruiting efforts.

Organizations can keep turnover expenses down while simultaneously attracting top talent by having a culture built on recognition. Performance management software lends a necessary hand in this process.

Effortless Recognition with Performance Management Software

Over the last several years, a shift in performance management has taken place among companies in nearly all industries. Instead of focusing on out-dated tactics for delivering performance reviews and appraisals, organizations are moving toward continuous performance management with the help of technology. Performance management software allows companies to create a system that connects organizational and individual objectives while offering real-time feedback and recognition based on employee accomplishments. Managers and supervisors have a seamless way of recognizing and rewarding team members for a job well done, based on their contributions to the whole.

In addition to real-time, accurate feedback and recognition for employees, performance management software also acts as a comprehensive review system. There is no need for managers to rely on old or irrelevant information about an employee’s performance for the appraisal process. Instead, they can use the data found in the performance management system to inform the review more efficiently. This allows employees to feel more connected with the company, and ultimately, recognized for the work they have done over time.

Finally, companies that use performance management software may also use ancillary systems to help with employee recognition indirectly. For example, implementing a career pathing software makes it easier for employees to take control over their career development and progression over time. When these details are easily seen by management, the information can be used to dictate recognition activities and valuable feedback for individuals.

Understanding why employee recognition is important in today’s work environment is a must for any organization wanting to improve outcomes. While not every organization uses the same strategy, implementing a system that includes a modern approach to performance management with a focus on recognizing employees makes the process easier and more efficient. Companies that want to increase engagement, keep retention rates high, and attract new talent can use performance management software to achieve these objectives over time.


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How to Use Humor to Inspire Employees

Humor is an emotion that’s often left out and even avoided at work, but research increasingly shows that humor is a powerful, motivating, and inspirational thing. Utilizing and encouraging humor at work can inspire and entertain, build camaraderie, and drive team spirit, so that employees are happier and more productive. While it’s often something that cannot be forced, and something that must be used with respect, understanding how humor works to inspire employees will help you to leverage it across your organization.

Attracting Attention and Engaging Listeners

In “The Psychology of Humor”, two psychologists share how humor is one of the most powerful tools for driving engagement in listeners. Simply using humor during meetings and discussions brings levity, attracts attention, and keeps individuals more focused on what is being said. Here, the effect relates to building rapport with the listener, where individuals are more likely to trust and be willing to invest time in someone who has brought them a positive emotion (joy or laughter). Building rapport with listeners is a primary goal of nearly any manager or leader, because it is the easiest way to inspire, to drive engagement, and to get teams to be truly passionate about what they are doing.

At the same time, humor makes people more open to new ideas, more open to considering new perspectives, and less like they’re being forced to learn something. Taking a humoristic approach to messages that would normally spark arguments can also reduce them, simply because it’s difficult to switch from a positive emotion to disagreement.

Reducing Stress

Humor is proven to reduce stress, benefiting the nervous system and how people process and handle stress. Integrating humor into everyday work will eventually reduce stress by creating distraction, stimulating and relieving the stress response, relieving pain, and improving mood. Over time, consistent humor also works to improve personal satisfaction, resulting in individuals who are less stressed and more able to handle stress as it occurs. This will, in turn help individuals to stay inspired and engaged, because they’re in a better mood and better able to focus on and commit to what they are doing.

Creating Approachability

Approachable leaders are easier to work with, can help their teams more, and inspire individuals to be open and transparent about what they are doing. Creating a culture of approachability means that individuals will be more likely to engage with leaders, to listen to them, and to bring problems, questions, and even new approaches to them. This will create an environment where people are inspired to do their best and to create new solutions and ideas, because they can bring that higher up and receive recognition and credit for it.

Building a Culture People Want to Work In

While humor can impact nearly every level of work, its largest impact is on culture. If people feel safe and able to have fun with humor, you are building a culture that is pleasant to work in. While humor (obviously) has to be respectful of everyone involved and not at anyone’s expense, humor increases personal satisfaction, builds camaraderie, and helps people to enjoy being together. It also sparks creativity and inspiration, creating an environment that is actually pleasant to work in.

No matter what industry you work in, humor can be a valuable addition to your work floor. While you cannot force humor, and simply telling people to be funny won’t result in a real culture where humor can be effective, giving people room and hopefully examples to use humor as part of leadership and everyday work will have a positive impact across your organization.


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2019 New Year’s Resolution For HR Managers

This is a guest post from Indorse. Indorse is a Skill Validation Platform designed for developers.

As we wave goodbye to 2018 and welcome 2019 with open arms, we will all, most probably, start thinking about our beloved New Year’s resolutions!

That means setting personal goals like eating healthy, read a book per week, investing more time with family & friends, finally find Wally/Waldo, and so on. For most of professionals, that also means setting new goals and strategies.

In this article we will share seven suggestions for all HR managers that are planning on making some changes in 2019 and want to start the year off with new ideas!

Find quicker ways for pre-screening candidates

Pre-screening candidates is one of the most tedious and time consuming tasks for HR managers.

The traditional methods of shortlisting candidates by filtering resumes and by going through multiple rounds of interviews may be too time consuming for HR managers to determine a candidate’s experience and skills according to a role.

In the recruitment space today, this is no longer a struggle if you have the right tools in place for pre-screening your candidate; these include Skeeled, Harver, and Lytmus, among other, which allow HR professionals to save time and energy. Indeed, those tools work by automating tasks in the pre-screening process such as filtering resumes, matching skills to a required job vacancy and more.

So if you have not incorporated a pre-screening tool for your hiring process yet, then it needs to be in your book of resolution for 2019!

Quit the fear of AI taking over your job

Although there are valid arguments on the threat of AI on the career of HR professionals, it is about time to let that fear go. AI is not going to replace HR Professionals. 

In fact, it is an opportunity for HR professionals to automate and simplify tedious processes such as connecting with top talents, providing a more personalized interview experience, etc.

It also allows HR professionals to spend their time and efforts on proactive tasks such as planning new recruitment strategies or working on social employer branding.

HR professionals should understand that AI tools such as Smashfly or iCIMS are just that: tools. They are here to automate tasks and not the job itself.

Thus, take a step forward in 2019 and adopt AI tech by automating some of your own tasks. This will allow you to dedicate more time on developing your recruitment strategies.

Use chatbots as your personal assistant

Recruitment chatbots are applications designed to automate conversations in the recruitment process.

Chatbots such as Xor, impress, and Mya, use natural processing language (NLP) to understand and respond to candidates. Chatbots can be used through various communication channels such as email, SMS, Social Media and Application Tracking Systems.

This allows HR professionals to respond faster to candidates and, in turn, improve the candidates’ experience. If you are not using chatbots in your recruitment process, it is about time to consider using chatbots as your personal assistant for 2019!

Use more job portals

Job portals and career websites such as  Glassdoor and Naukri contain millions of resumes that allow employers, headhunters and/or HR professionals to source potential candidates for a role.

Although having a company website career page is recommended, HR professionals should not ignore the fact that having job posts in multiple job portals leverages possibilities of job exposure to a wide array of candidates.

The only advice is to spend some time drafting your job description with relevant keywords so that it stands out to candidates with the relevant skills.

Automate your payroll processes

First and foremost, running a smooth payroll process is not a task to be left for the last week of every month… Having a smooth payroll process creates a better culture in the company and contributes to the productivity of employees.

If you are tracking  your employees’ attendance, leaves, etc., in a manual manner, then it is time for an upgrade! There are several HR and Payroll systems such as Cadena HR or Workday, which you can implement in order to save time and also reduce human errors that are all too common when it comes to payroll processing.

Ensure a better on-boarding program

On-boarding programs help your employees familiarise with your company culture, objectives and also sets the right expectations for them.

A better on-boarding program helps you retain talent and reach better quality for hire in a shorter span of time.

Other benefits of a better on-boarding program include developing a better workplace relationship and a better engagement rate for your employees. So you may want to spend some time looking at your current on-boarding program and find ways of improving it for the new year.

Commit to hiring diverse candidates

The reputation of a company increases when it demonstrates its commitment to diversity in recruitment efforts. People coming from different cultures have diverse experiences and could contribute to more creativity and higher productivity. This would also allow your business to adapt to the demands of customers that may also be coming from various cultures.

Ultimately, cross-cultural hiring could increase the profits of the company. So if you are not practicing diversity in your hiring, then this has to be on your number 1 priority on the list of resolutions for 2019.

About Indorse

Indorse believes that the solution for an effective and modern recruitment process is a mixture of Human Intelligence & Artificial Intelligence. Unlike other platforms, where a user can claim any skill and add it to his/her professional profile, Indorse ensures that the skills are assessed and validated by AI chatbots and expert developers.

By using the Indorse platform, you won’t need to spend several man-hours to sieve through the barrage of resumes. Spot the right developer by simply using Indorse. And for a free trial, drop us a mail at info@indorse.io!

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You can also find us on facebook.com/joinindorse or twitter/@joinindorse


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How to Effectively Handle Employee Complaints

This is a guest post from Allison Hail. Allison has written articles for different sites on topics ranging from travel and lifestyle, to career and business, and has most recently collaborated with NZ businesses such as Keith Andrews.

Even the smoothest-running workplaces will eventually be subject to occasional complaints from employees. Staff complaints are a warning sign to a range of problems: perceptions of favoritism, sexual harassment, or difficulty seeing eye-to-eye with a coworker, to name a few. It’s vital to handle employee complaints quickly and efficiently, and if you’re in charge of managing these, here are 4 things to keep in mind.

4 tips for managing employee complaints

Build a relationship with your employees

If you are a manager, you must make sure that your employees always know that they can talk to you about any work-related concerns. There are many reasons it’s essential to build a strong, positive relationship with your employees: they’ll feel more comfortable running new ideas by you and you’ll know before anyone else if they’re not feeling satisfied with their current roles or tasks.

Additionally, employees who know that their managers are looking out for them are more likely to be engaged in their work. Above anything else, the first step to resolving issues is actually hearing about them, so it’s vital to ensure your staff are comfortable talking to you, should anything go wrong.

Ensure you get the full picture

When listening to your employee’s complaint, try to gain as much detail as you can. For example, if something happened to your employee, find out what happened, who was involved, where and when it happened, and why the employee chose to come forward.  Encourage your employee to give you all the details by listening attentively.

The more he or she feels that they’re being heard, the more information they’ll be willing to give, and the faster you can investigate and resolve the problem. You might also like to ask your employee what action they’d like to have taken about their complaint, if you need a better idea of their expectations. After they’ve explained everything to you, ask them to keep it to themselves – gossip spreads like wildfire around a workplace, but the results can be disastrous if one person unfairly gains a negative reputation as a result of it.

Take your employees seriously

If your employees are complaining to you, it’s likely that something serious – or at least worth discussing – has happened. Don’t brush them off, even if their issues initially appear trivial.

They’ll appreciate being listened to: sometimes, simply getting something off their chest is all they need, with no further action required. By all means, investigate their claims, but so do in a gracious, professional way.  Whether you agree with their complaints or not, your employees will respect you if you visibly try your best to understand them. This respect will help you both at the time of the complaint and in the future.

Create an action plan

Once you’ve had time to figure out your next steps about your employee’s complaint, sit them down and explain your reasoning. If they’re unhappy, give them a chance to explain their rationale and take their thoughts into account. After you’ve moved forward and attempted to resolve the issue, always schedule a follow-up meeting with your employee to ensure they’re satisfied with the result – the last thing you need is a resentful employee venting to all their coworkers about how unfairly they’ve been treated.

Workplace issues might seem less important at times compared to client deadlines and work projects, but to ensure a healthy, happy workplace, you must promptly examine and rectify each problem. Respect what your staff have to say, and any issues will be relatively simple to solve.


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Leadership Across Remote and Mixed Teams

Digital technology has enabled many new forms of work, but the ability to easily and efficiently work remotely is one of the most pressing. Individuals can choose to work remotely, as freelancers, or may work at home for several days out of the week, creating new and pressing complications for leaders.

Maintaining a sense of teamwork and commitment or motivation for organizational goals across distances is more difficult, and leaders managing remote and mixed teams will struggle with that distance. Here, leaders must maintain connections with persons who may not be physically connected by establishing clear structures, using technology, and ensure collaboration through proper people management.

4 Leadership tips for mixed and remote teams

Hiring the Right People

Not everyone will be collaborative or productive without constant management and accountability. Not everyone can collaborate and communicate well over longer distances or through digital mediums.

A successful hire is someone who is self-motivated, engaged and interested in the organizational goals, and very good at communication. This can be ascertained through skills assessments and competency or behavior frameworks to test how well people are likely to contribute in an unstructured environment, such as when working remotely or from home.

Building Trust

Trust is most easily established by creating close and personal connections with others, closing distances, and making everyone feel like an equal contributor. While this isn’t always possible with remote workers, taking the time to close perceived or actual physical distances as much as possible is an important aspect of leadership.

You can integrate several tactics, bringing nearby remote employees into the office, facilitating communication through tools, and forcing communication through collaboration methods. Your other, and likely most important, tactic will be to treat external employees in the same way as local ones. External employees should receive the same benefits, attention, email address, and access to tools and equipment.

While this won’t always be possible, consistently showing external or remote workers that you value their contribution as much as in-office team members will help you to build trust.

Even when some employees work in other countries, it can be beneficial to have them meet up in person at least once, especially if they are important contributors. This isn’t always possible, but if so, you can compensate for it in other ways, such as sharing video walls to remote offices or asking individuals to share when they leave their desk or office on settings such as in Skype or Slack, and so on.

Establishing the Right Tools

Creating strong team is often difficult when everyone works in office, but it can be even more so when everyone is working at home, externally, or even in another country. Establishing clear and structured communication is one of the most important things you can do as a leader.

You can achieve this by creating clear and structured communication channels. For example, chat and video calling, conference calling, email, and project management tools like Slack are all valuable.

It’s also important to create communication within tooling. Individuals should work in the same tools, in the same way, whether they are working at home or in another country. This will enable better understanding of work processes, better project sharing, and faster communication and collaboration no matter the size of the project.

Create a Structure

Once you have tooling in place, the most important thing you can do as a leader is to establish clear and efficient structures for communication, work deadlines, and collaboration. External employees can’t simply stop by your office to discuss something, they need regular and scheduled ways to communicate and collaborate. Creating set video or conference calls, establishing coaching, developing time and space for collaboration and creativity, and setting a communication strategy will be invaluable in your ability to guide and lead your remote or mixed team.

Remote work is becoming more and more common, with a 140% + growth rate since 2005. However, once you establish strong communication and tooling and create standards for hiring employees based on their ability to self-manage and motivate, most of the barriers preventing good teamwork and communication have already been overcome.

As a leader, your largest considerations will be continued maintenance of structure and communication, while ensuring that everyone feels like an equal and important contributor.


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The art and science of delegation: How to delegate work well

This is a guest post from Juliana Marulanda, Founder of ScaleTime.

Are your small business efforts going in circles?

Being an entrepreneur isn’t an easy-breezy, walk-in-the-park kind of profession. One day, you are the CEO. The next day, you are the marketer, finance manager, salesperson or hiring officer, and the list goes on. To say that it’s an all-in-one job is totally an understatement. And whether you like it or not, it’s an everyday challenge to make peace with all its magnified discomfort; like using your personal savings, reinvesting your paycheck, working on weekends and compromising vacations for the business.

But despite the owners’ passion to attain or retain progression, without a strong profit, only 50% of small businesses survive the first five years. It’s true that if you work hard enough, you can achieve your goals. But that’s not always the case especially if your business demands so much of your time and money.

To preserve your sanity and to avoid exhaustion, it’s time for you to develop trust and delegate the work.

Taking in all the stress and making all the decisions yourself lead you to experiencing “decision fatigue”, wherein your brain’s decision-making powers are overworked so it’s harder for you to rationalize things properly. As an added effect, you’re more reactive to issues, hindering you from effectively managing the whole organization.

According to a research from ScaleTime, 20% of small businesses fail on the first year, but leaders with delegation skills were proven to be stronger in overcoming the odds. Moreover, CEOs who are excellent in delegating showed 33% more revenue than CEOs who aren’t.

Delegating might be crucial at first especially if you’re used to doing most of the essential tasks. But, you cannot fully grasp the importance of delegation until you’ve experienced it yourself. You have to accept that you need help from people who are more equipped in accomplishing your objectives. For instance, you might need to hire a real accountant to monitor and audit your finances, or an HR officer to find people of better fit for your business demands. Hiring a dependable and trustworthy team is a good head start, whether full-time or part-time, depending on your need. Besides, both have their fair share of pros and cons.

Another way to be successful in delegation is to codify your business so you can always be prepared in overcoming the odds. To achieve this, you have to provide a common manual/guide which includes company overview, company systems and training materials that can be accessible for everyone. The goal is to mobilize people to function and operate the business independently, and so they won’t bother you every time they need to decide on something. In this way, you’re assured that all your operations are consistent, proactive and doesn’t depend on only one person’s know-how.

Set aside your fear, take on your much-awaited vacation and get all the freedom you need. Learning how to delegate well spares you from the so-called “decision fatigue” and makes you focus on business growth all the more.

To be confident in your delegation skills, check our infographic and learn the basic steps you can consider doing for your business.


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Managing Difficult Team Members: 8 Strategies that Work

Team dynamics are often complicated and there are always one or two team members that are difficult to manage. Unfortunately, these people can bring down the entire team if the situation is not resolved. Fortunately, it’s not impossible to form a cohesive team, even with difficult personalities in the mix. Here are 8 strategies to manage difficult team members.

Recognize that there is a problem

Before you can address a problem, you need to recognize that there is a problem and that it’s having a negative effect on team dynamics. You look at the full picture and identify the problem behavior and the impact it’s having on the team. Once you’ve identified the problem, you need to resolve it as quickly as possible so that the team can get back to the business of doing business.

Identify the culprits

When you realize there’s a problem, you need to look at your team dynamic to identify the root cause. Sometimes it’s easy to spot the problem team member because they stick out like a sore thumb. But it’s not always obvious and you may have to dig a little deeper.Here are some of your potential problem team members,

  • The Quiet One – doesn’t contribute effectively and frustrates other team members.
  • The Ghost in the Team – doesn’t pitch up half the time.
  • The OverAchiever –focuses only on results, always has to be the best and is bad for team spirit.
  • The Lost Member – doesn’t fit in and is not comfortable in the team.
  • The Argumentative Type- picks fights to demonstrate their power.
  • The Devil’s Advocate -sees problems everywhere.
  • The Aggressor – bullies their teammates.
  • The Joker – can’t take anything seriously.
  • The Diva or Attention Seeker – hogs the spotlight.

You can have one or more of these types in your team and they can work together brilliantly, or it can be a total disaster if you don’t handle them correctly.

Tackle Problems Head On

Once you know there’s a problem and you’ve identified the culprit, don’t let things fester, and don’t be fooled into thinking it will sort itself out. Sit down with the problem team member, in private, and discuss their behavior. Highlight the impact it’s having on the team. The person may not even realize their behavior is detrimental so give concrete examples to demonstrate your point.  Help them understand and appreciate their position in the team and your expectations.

Take time to listen

Given the team member the opportunity to explain their side, and actively listen to what they’re saying.  This will give you helpful insight into the person’s perspective and enable you to get to the root of the problem.

Find a solution

Work together with the team member to come up with solutions that could improve team dynamics. By making them part of the process they will be more invested in the outcome and work harder to achieve success. Part of the solution should be measurable targets and not just vague suggestions.

Always be Professional

Once you’ve had a discussion with the team member give them time to apply the solution, and don’t undermine them by spreading gossip or making negative comments to other team members.

Follow-Up

Once the plan is in place, keep an eye on the situation to ensure that there are visible improvements. Follow-up with the team member regularly and give constructive feedback. If you see positive changes, let them know immediately.

Know when to call it a day

If you’ve identified the problem correctly, had the discussion, and monitored the team member’s progress, and you still don’t see improvement, then it’s time to rethink your team as a whole. You might need to reshuffle and make some changes.

Managing difficult team members is challenging, but not impossible, and you have to do it properly if you want your team to be successful.


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How to handle conflict in the workplace

Nobody likes conflict in the workplace. It causes tension and hinders productivity. In very severe cases it can even be detrimental to the health of employees. But when you have a diverse group of people trying to work together, with different ways of doing things and different personalities, conflict is inevitable. How you deal with it is what counts.

Every conflict may feel different, but when you get right down to it there are common denominators. The most common causes of conflict in the workplace are lack of communication, disregard for company policy, a break in the chain of command, office gossip and mistrust. The ability to recognize and understand the nature of conflict, and conflict resolution, will serve you well in any business or leadership position.

Conflict should never be left to fester, because that’s when it escalates and things get out of control. It needs to be dealt with proactively and as soon as possible. So how do you deal with workplace conflict?

Conflict between colleagues

Getting drawn into your colleague’s battles will get you nowhere. If the conflict doesn’t directly involve you, then it is best to pass on your concerns to management or HR and stay out of the action. If, however, the conflict is negatively affecting your creativity, productivity or performance, in any way, then you can’t remain on the sidelines. You need to raise your concerns with your colleagues and management. You need to ensure that management understands that your colleague’s behavior is affecting your performance and needs to be handled.

Conflict between you and your manager

Don’t hide your grievances, approach your manager and ask for a meeting to discuss the conflict. Be calm, respectful and constructive. Criticizing and assigning blame isn’t going to get you anywhere and will probably escalate the problem. If you can talk it out calmly, and communicate your thoughts clearly, you’ll probably be able to reach a workable resolution. If you feel too intimidated to approach your manager, then involve HR from the beginning.

Conflict between you and a subordinate

How you handle conflict with a subordinate says a lot about your management skills and style. All managers will have conflict with their subordinates and it can be problematic. Subordinates often find it difficult to raise issues with their managers, especially if they are worried about job security and let things build-up for too long. It is essential to foster open communication with subordinates. Listen carefully to what they have to say, take their complaint seriously and explain your position clearly.

If you can’t come to an understanding on your own, then bring in HR to help you. A third party can give you a better perspective and understanding of another person’s viewpoint. If you really can’t work together, place the employee under the supervision of another manager if possible.

Talk to Human Resources

Whether you’re in the middle of the conflict or on the sidelines, it is important to talk to HR. Companies spend a lot of money on HR specialists for a reason, and they should be part of your conflict resolution strategy.

Conflict comes in all shapes and sizes and often tops the list of reasons why employees look for other jobs. It is up to senior management to create an environment of cooperation, not competition between employees. Good conflict resolution will ensure that your employees, colleagues, and subordinates trust you and know that they can discuss potential issues openly. This will lead to a healthier work environment and better employee retention. And lastly remember, don’t hold grudges, once you’ve reached a resolution move on.


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Succession Planning: Developing and Managing a Smooth Organizational Transition

Please join us on November 22 for a public workshop on Succession Planning: Developing and Managing a Smooth Organizational Transition.

Change is a hallmark of today’s business world. In particular, our workforce is constantly changing – people come and go, and move into new roles within the company. Succession planning can help you make the most of that change by ensuring that when someone leaves, there is someone new to take their place. This one-day course will help you teach the basics about creating and maintaining a succession plan.

Register Now

At the end of this one-day workshop, participants will understand the value of succession planning, know the key elements of a succession plan, and develop a successful succession plan for their business.

Course Outline

You will spend the first part of the day getting to know participants and discussing what will take place during the workshop. Students will also have an opportunity to identify their personal learning objectives.

A Need for Succession Planning

To begin, participants will explore the differences between succession planning and replacement hiring, including some of the advantages of succession planning.

Defining a Succession Plan

This session introduces the SUCCESS acronym, which defines the succession plan process that the remainder of the course will focus on.

Pre-Assignment Review

Next, participants will use the information gathered in their pre-assignment to identify the critical people in their organization.

Identifying Resources and Analyzing Risks

This session will give participants some tools to identify internal and external successors. We will also look at a sample risk assessment.

Defining Roles, Responsibilities, and Functions

During this session, participants will start creating risk assessments, individualized engagement plans, and succession plan profiles.

Gathering Information

This session will help participants identify ways to look within their own organizations and determine what the critical positions are.

Forecasting Needs

There are six key ingredients to being able to forecast what people you will need when. Participants will explore each item in small groups. Participants will also learn about the role of coaching and mentoring.

Putting the Plan Together

Next, participants will learn about using Appreciative Inquiry and Leadership Quality Assessments to develop a succession plan.

Putting the Plan into Action

During this session, participants will explore the idea of phased implementation. We will also look at using technology to facilitate putting the plan into action.

Evaluating and Reviewing the Plan

This session will look at the importance of evaluation. Participants will also work on modifying an evaluation checklist to suit their organization’s needs.

Your Action Plan

To wrap up the day, participants will identify their next steps and participate in a review exercise.

Workshop Wrap-Up

At the end of the course, students will have an opportunity to ask questions and fill out an action plan.

Register Now

The investment fee for this workshop is P4,500 plus VAT.

About the Facilitator

Dr. Maria Vida G. Caparas is a GENOS Emotional Intelligence Practitioner and a licensed Psychologist. She is also a Wiley-Certified Everything DISC Trainer. She graduated Summa Cum Laude in her Ph.D. Psychology at UST. She also obtained a Diploma in Public Management from UP Diliman as a government scholar.

Dr. Caparas is a seasoned trainer with extensive and invaluable services in both government and corporate offices. She served as Vice President of HR in New San Jose Builders, Inc. In GMA Network, Inc., she wrote for Kapuso Magazine as Managing Editor. She also became the Dean of the Graduate School at the Manila Central University. Dr. Caparas has also conducted numerous training programs for various topics such as Competency-Based Training, Competency-Based Recruitment, Training Needs Analysis, Job Evaluation, etc.

Currently, aside from serving as a Director of Learning and Development for People Dynamics, Inc., she teaches part-time in UST and De La Salle University. She has authored four books in Psychology and Human Resource Management. Already a fulfilled academician and HR and OD practitioner, she has received a number of awards and recognition.


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How to be a good leader during times of change

We are living in a world that is volatile, uncertain and, for many of us, almost unrecognizable from the one we grew up in. Things are constantly changing and effective change management leadership is essential for the success of any company.

Good leaders are no longer dictators who tell their subordinates what to do and expect it to be done, without question. That’s old school. Now it is time to focus on change management and leadership that enables your business to excel through adaptation and innovation.

Traits of Good Leaders

Good leaders all have certain traits in common. These usually include farsightedness, passion, courage, wisdom, generosity, and trustworthiness. We instinctively recognize these traits in others and that is why the de facto leaders in an organization are not always the ones appointed from the top, but rather the ones we choose to follow. But having the right traits is not enough, you need to know how to apply them.

What does it take to lead effectively in a fast-changing environment?

Innovation and Adaptation

Effective change management leadership helps individuals, teams, and organizations move from their current position to their desired position. It takes them from good to great. To achieve this, change management leaders need to be able to adapt to their environment and build organizations that are innovative and adaptable.

You need to provide solid guidance to allow team members to showcase their unique talents, and apply their skills for the advancement of the entire group. It is important to empower team members to not merely accept change, but to embrace it. Team dynamics need to be fluid, and team members with the necessary skills for a project need to be able to confidently step up and lead the group in the right direction. Innovative change management means managing talent, recognizing skills, sharing credit, and doing what’s best for the team, not the individual.

Openness to New Ideas

A good leader doesn’t have all the answers, all the time. A critical change management leadership skill is being able to admit when you’re wrong. This is not a sign of weakness or lack of confidence in your ideas, it just means that you know you can’t be right all the time and that’s fine. Admitting that your ideas might not be the best ones, ensures that you remain open and receptive to innovative ways of thinking. It gives team members the confidence to put forward some of their more out-of-the-box ideas, knowing that they will be considered and discussed, and even if they are flawed, it won’t count against them.

How to be a good change management leader

  • Surround yourself with the right team. Good leaders know they can’t go it alone and they value the contributions of others. An effective team needs a combination of seasoned experts, support players, and wildcards.
  • Be self-aware and prepared to grow. You can’t facilitate change and growth in others if you aren’t prepared to grow and adapt yourself.
  • Demonstrate Intellectual Humility. Accept that you don’t know everything and strive to learn more. Examine information critically and be receptive to the ideas of others.

Good change management leadership is not about having all the answers, it’s about being able to lead a team to find the answers. It means inspiring confidence in others and creating an environment where people think innovatively about the opportunities offered by change rather than fearing the consequences. A good leader will help people see how change today can be better for everyone tomorrow.


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