Archives for November 2017

November 23, 2017 - No Comments!

6th NHRD HR Showcase on 1st and 2nd Dec 2017 – Bangalore

KNOLSKAPE is proud to be the Silver Sponsor at the 6th NHRD HR Showcase 2017 on the 1st and 2nd of Dec 2017.

The NHRD HR Showcase,is a signature event of the NHRD Bangalore Chapter, and is shaped to bolster the enduring spirit of the HR practices. In the true sense of the word, we intend to make the Showcase a platform to present HR excellence, spanning a range of unique sensibilities, from an intellectual re-imagining of concepts and cultures to an intuitive adaptability for significant business impact.

This Showcase would be an opportunity to honour the thinkers and doers among us, the barrier breakers, the bridge builders, and the radiating forces of change. We intend to seat them under the limelight. We hope you present yourself and your path-changing practices as a formative influence to the rest of us. If you have an impressive body of work, please feel free to submit multiple applications for various Best Practices that you have initiated and implemented. Submissions are completely free.

The competition Sub themes are:

  1. INNO TRACK 1:     Digital Era of HR- AI, Big data and Predictive People Analytics
  2. INNO TRACK 2:     Building inclusive workforce
  3. INNO TRACK 3:     Leadership in digital age
  4. INNO TRACK 4:     HR as a profit center / enabler/ Strateigic HRBP

 

November 22, 2017 - No Comments!

Top 5 reasons why bite-sized learning could be the ‘The New Black’ of corporate learning

Satya Nadella, the CEO of Microsoft said, “The true scarce commodity of the near future will be human attention.” According to a study by technology giant Microsoft, the attention span of people has fallen from 12 seconds to 8 seconds — thanks to the mobile revolution and increasingly digitized lifestyle.

The average attention span of a typical goldfish is nine seconds. Yes, it looks like “Nemo” has a better attention span than us! The study by Microsoft also found that although the attention span of humans has reduced, their ability to multitask has improved.

What does this mean for L&D? If you want to deliver training effectively to your employees, it must be done so in a way that works for them — via Bite-sized learning. Also called micro-learning, Bite-sized learning is the practice of delivering training in smaller, more focused chunks or bits that can be easily learned without committing large amounts of time to training.

At KNOLSKAPE, we have designed Bite-sized learning in such a way that learners can complete the online training activity or module in just a few minutes, instead of sitting through long lectures or presentations as in a traditional online training session.

Here are the top 5 reasons why Bite-sized learning is going to be the next wave of revolution for corporate training:

1. Enhanced Learning:

Everything we learn is processed through “Working Memory”. Research says that “Working Memory” can only carry 3 to 5 bits of information at any given time. Bite-sized learning reduces the cognitive overload on working memory and hence increases the knowledge retention and recall.

2. Right in ‘time of need':

Bite-sized learning focuses on a single topic, task, or learning objective at a time. Stand-alone modules make it highly suited for “right in time” online training. Learners can easily access bite-sized courses on their mobile phones, pick the exact topic they want to learn in the hour of need, without having to go through large amounts of training material.

3. Learning ‘on the go':

Mobile now represents 65% of digital media time, while the desktop is quickly becoming a secondary screen for an increasing number of digital users. Bite-sized learning on mobile enables learners with truly anywhere anytime learning.

4. A Higher sense of achievement:

Learners enjoy learning and feel a higher sense of achievement with Bite-sized learning. Completing 2–3 bite-sized modules gives a better sense of achievement than being halfway through one long term traditional training program that takes up a significant amount of time.

5. An increase in ROI:

Bite-sized learning reduces the overall duration and cost of training delivery, leading to an increase in ROI on training budgets. Bite-sized learning provides quick and impactful learning that fits into the schedule of even the busiest person.

We at KNOLSKAPE are pioneering bite-sized learning for corporate training in many interesting ways. How are we doing it? What Instructional Design methods do we follow to excel in micro-learning? How are we enabling our partner companies to reap the benefits of bite-sized learning and increase their ROI? Find the answers to these questions and more in our next blog. Stay tuned!

November 22, 2017 - No Comments!

Top 10 Reasons Why Traditional Assessment Centres Don’t Make the Cut

Traditional Assessments Centres comprise a suite of proctored, interactive activities, conducted at a physical assessment centre. Participants are required to take time off work in order to go through these assessments. Assessors observe and evaluate the candidates based on the behaviors that they exhibit in the various activities conducted as part of the Assessment Centre. Assessors then collate their observations and discuss each participant’s performance. Once they reach a consensus, an exhaustive manual report is created, basis which one-on-one feedback sessions are conducted with each participant.

Typically, Traditional Assessment Centres have been preferred as they provide a human touch and interaction. However, given the intense manual effort involved in Traditional Assessment Centres, there are several reasons behind why L&D and HR teams find it difficult to justify the use of Traditional Assessments Centres to business:

# 1: Logistical Hassles: The entire process of evaluating candidates using a traditional Assessment Centre is cumbersome and stressful for the L&D sponsors who are often found scurrying about to book training rooms/hotels to conduct the Assessment Centre, arranging flight tickets and accommodation for outstation candidates, finding the ‘rightly qualified’ assessors and following up tirelessly to receive scores and reports on time.

# 2: Lack of Scalability: As Traditional Assessment Centres require participants to assemble at a pre-determined physical space, the assessment centre cannot be employed for large scale assessment initiatives.

# 3: Investment Heavy: Traditional Assessment centers turn out to be expensive for organizations, due to the various overheads attached to them. Overheads associated with logistical arrangements, the need for certified and experienced assessors, and logistics for arranging the assessments come at a premium. Therefore, Assessment Centres are typically restricted to certain cross-sections of the organization, generally the mid to senior level audiences, where budgets have been pre-approved.

# 4: Loss of Productivity: Participants are required to travel to the assessment centers for the entire duration of the assessments. This disrupts their work schedule and deadlines. Even after the assessment, participant fatigue due to the long and ardous assessment process, coupled with the need to catch up once they get back to work results in the loss of additional productive output.

# 5: No Room for Errors: Traditional Assessment Centres can create a daunting atmosphere. If participants are nervous, or not in their best form, the entire assessment exercise will fail to reflect an accurate picture of the participant’s true potential. A halfhearted attempt will reflect incorrect scores, and the lengthy process leaves little room for a re-assessment.

# 6: Introverts Tend to Lose Out: A Traditional Assessment Centre can prove to be nightmarish for candidates who are relatively shy and take time to open-up in group settings. Confident and outspoken individuals tend to shine during group discussions and presentations. However, shy and reserved participants might find themselves struggling to keep up with the pace. As a result, a traditional Assessment Centre is not optimized for an apple-to-orange candidate comparison.

# 7: Becomes Predictable: If the Traditional Assessment Centre is meant to be run across batches, the tools must be shuffled or changed, otherwise participants in subsequent batches tend to have the unfair advantage of getting to know what the tools are, the kind of questions being asked, and how the assessors respond, giving them the opportunity to rehearse and come better prepared for the activities in the Assessment Centres.

# 8: Cannot Match Competency Frameworks: Often, the Assessment Centre activities/tools such as Role Plays and Business Cases are not contextualized to the participants’ specific roles. Therefore, behaviors elicited are not indicative of their real-time behavior in their roles within the organization. The content in these exercises is often not relevant to the participants as well; It tends to fall short of reflecting real-life, day-to-day work or organizational challenges.

# 9: Assessor Bias: Assessors may tend to type-caste participants into socially prevalent slots, as they might tend to get swayed with one-off instances. For e.g. Participants who initiate and drive group discussions are considered to possess natural leadership abilities. The Halo effect (the tendency to be unnecessarily lenient), the Horn effect (the tendency to be unnecessarily strict), and the Central Tendency Bias (the tendency to give average scores to participants) are common biases that affect participant scores in assessment centres.

# 10: Accuracy is Questionable: Manual reports are error prone. Accuracy of reports in the Traditional Assessment Centres depend primarily on the accuracy of the rating scale. However, scoring is absolute and at the mercy of the assessor’s perception and judgement. The scores are not normalized with respect to historical data captured across a comparable target pool of candidates.

Consequently, over the years, Traditional Assessment Centres have failed to garner center-stage as a staple methodology to assess candidates either for Promotion or Selection, Y-o-Y, across levels. Hence, the tireless struggle for the L&D team to find an objective and convenient way to assess candidates seems never-ending…

How do we make Assessment Centres credible, cost-effective, convenient and engaging? How can we make assessments accurate yet fun-filled and immersive?

Our Virtual Assessment Centre is a readily deployable, cost-effective, credible and convenient solution, which comprehensively assesses important competencies for each role. Now you can assess your workforce with all the right tools that are hand-picked and mapped to your competencies. You can administer the assessments with ease, without any location or logistical constraints.

November 21, 2017 - No Comments!

Engaging the iGen (2/2) – A sensible approach to dealing with GEN Z

Gen Z (otherwise known as iGen) - the sensationalist version of the millennial clan is here and how! A study by Randstad showed that 37% of the iGen population would not like to work for you or anyone else. Gen Z has that choice, but can your organization manage without engaging with them?

Walt Disney World Parks and Resorts ran a massive digital campaign to target tweens (ages 9-13) and strengthen their brand perception. Would you have imagined that a theme park like Disney World would need a social media campaign to attract kids?

With companies going overboard with the inclusion and engagement strategies, we thought we’d put across our view of how an organization should engage with these fresh minded individuals. While a previous blog highlighted expectations that we thought were relevant across generations and not just for Gen Z, this one will help you understand why employee engagement methods cannot be generation specific.

Talk to me

The most effective way to communicate with co-workers according to Gen Z is in-person communication.

51% Gen-Zers want their managers to engage with them by listening to them and valuing their work.

46% want to be mentored and given feedback regularly

In 2012, Adobe got rid of their annual appraisal system. They saw a 30% decrease in attrition and saved almost 80,000 hours of management time annually spent on performance reviews. Microsoft, GE, Accenture and several other organizations followed suit and we don’t hear anyone complaining. As an organization, you need to make strategic changes based on what is good for your workforce and not based on what generation you are dealing with, because the right strategy, implemented at the right time, and for the right reasons, will not fail.

ENGAGE, INVOLVE, EVOLVE

Constant feedback and reviews simply translates to increased management involvement. How a management decides to shape their messages and foster an emotional ‘cut through’ with this generation is the challenge.

We recently came across an interesting story about a CEO who was excited about a fitness challenge. The idea was simple – hold the plank position for the longest time possible. There wasn’t a lot of hoopla around it, and yes, his colleague did beat him in the challenge. The best part of this experience, however, was that the employee was more focused on how great a sport his CEO was, rather than revel in his own win. We hear that post the competition, the CEO was busy discussing strategies to better his game the next time around. This attitude served as inspiration for the young crowd.

This is the same CEO who spends a considerable amount of time interacting with his colleagues on social media; be it a polite congratulatory message or a wise crack at someone’s new profile pic - he is around and his team knows it.

Keeping the doors of communication non-hierarchical has always made a huge difference in every generation, and is the best way to earn an extra brownie point.

THE TECHNICAL GLITCH

While millennials grew up knowing all about technology, Gen Z has gone a step further and considers technology as their sixth sense. As an organization, if you are looking to recruit and retain these whiz kids, you need to incorporate emerging technologies. That sounds easy, but is far from it.

Because Gen Z has a new demon to battle - the battle of technology/gadget addiction.

Gen Z struggles to manage the distractions these technologies bring in. Implementing collaborative technologies and use of these tools should be targeted to benefit the organization while minimizing their impact on performance interruptions. As a business, it is important for you to integrate technologies seamlessly into your workforce and not add complexity that will damage productivity.

The rise of this generation has a major impact on the way employers handle their collaborative employee engagement policies.  We’ve seen that across generations, the attribute that helps employees deliver their best depends on the people they work with. So, whatever your strategies are, remember to keep them people oriented and targeted across generations.

November 21, 2017 - No Comments!

Engaging the iGen (1/2) – A well-presented employee engagement opportunity, or the same old rut?

It is 2017 - an age where millennials are CEOs and summer jobs for Gen Z are passé. High on technology and low on experience, Gen Z wants to work hard and see instant results. For the uninitiated, Gen Z or the iGeneration represent the new kids on the block. A generation that was born after 1995 and are now your co-workers. The buzz around Gen Z is hard to ignore; most blogs and books introduce them as a cranky, impatient generation that will force organizations to change the way they handle employee engagement.

Is this consensus the only perspective out there? Should HR join the band wagon and implement this trend because everyone is talking about it? How about we look at it from a different frame of reference?

One of the most expected transformation is related to transparency and feedback. Gen Z wants an unambiguous system in place - open door policies need to be implemented and not exist only on paper.

“iGen thrives on constant and unhesitant feedback.”

Have a look at the Gen Z’s older siblings – Gen Y. Years before Gen Z even knew what transparency and flexibility at the work place was, Gen Y had already set the rules and got the ball rolling. Organizations today are simply acknowledging the need for adaptability and are doing something about it.

Higher expectation from the management

“We judge you based on your social media profile. “

Gen Z always has an opinion and is scouring for an opportunity to state it. So, as an organization, you need to be involved and connected both on the office floor and through your social media platforms.

Way back in 2009, a popular Emmy award-winning TV series showed top-level bosses going undercover to find out what really happens at the factory floor. Back then television was a much more popular medium than Orkut or FaceBook. The idea of having your boss working by your side and experiencing your day was exhilarating - this is the kind of involvement Gen Z craves.

The TECH Connect

Gen Z grew up surrounded by iPads and smart phones, it is hard for them to perceive a world with no connectivity. Researchers have made it crystal clear that to bond with this generation, your organization needs to relook its technological reach.

“Get more connected, go social and run everything online.”

Stop, pause, and think. Would you bring in new tech [HR/IT], and change your regulatory and security policies to welcome in this generation? Will indulging in iGen’s deep love for gadgets really pay off for your organization?

HR policies or an organization’s guidelines are not intended to divide people. Early on, when Gen Y started working, they too were branded, and for a while they did show characteristics that were attributed to millennials. A few years on, they adapted, and the reason?

Gen X was coaching, mentoring and training them.

Should employee engagement policies be guided by generational mindsets? Gen Alpha will soon be here and this will be the generation that wouldn’t even know what Orkut was. Will adaptability for the sake of it bode well? Every generation brings in a new perspective, and employee engagement will always keep HR on its toes. So, give your white board a long, hard stare before you start implementing new polices.

A world-famous theme park chain went a little over board with their engagement strategy, the campaign was successful and they achieved what they intended to. But if you step back and look at their target audience, also their strategy, you would wonder if they really needed to do it. Check out the next part of this blog to learn about the theme park in focus and our view on engagement strategies for Gen Z.

November 21, 2017 - No Comments!

Case Study Challenge: Lateral Hiring or Lateral Thinking

Open Challenge For L&D Practitioners – What would you do in this situation?
In business, as in life, there’s no single solution for any  situation. Lateral thinking, thus, becomes integral to innovation, especially in business situations. At KNOLSKAPE, we take pride in our innovative solutions for each of our clients, based on their specific needs. When we were presented with the opportunity to turn the growth plateau for a major manufacturing organization (let’s call them organization ‘X’) into an exponential growth curve, our innovative solutions showed monumental results for the client.
At the time of the intervention, the lateral hiring process at X was based on perceived performance and recommendations for growth. Over a period of time, the process of human growth plateaued due to a lack of objectivity in the process. As a result, the organization, although growing, couldn’t keep up with the expectations of the leadership. There was an immediate need for  a process transformation.
KNOLSKAPE successfully assisted X in this imminent transition, allowing  them to open new avenues of growth for their  human capital, and as a result, for their business bottom-line.
The Challenge
Most of X’s employees had risen through the ranks over the years. The process, as described earlier, was based on perceived performance, two-stage interviews, and recommendations. While it delivered results for the organization year-on-year, it resulted in a workforce that often displayed a lack of innovation and motivation. The ‘human touch’ in  the process lent a lack of objectivity, and employees with high potential often found themselves waiting for  long periods of time before being considered for promotions.
The existing process was also extremely long, generic, lacked scalability, incurred high logistical costs, and was devoid of any real analytics that would help the leadership assess the learning and development needs of the employees.
The Absence of Technology
More than anything else, we discovered that a modern organization was not employing one of the most important tools at its disposal to become future ready - technology.
The process of assessments, evaluation, and subsequent promotions of employees relied heavily on human interaction alone. Not only did this cost time and money for X, it resulted in loss of core productivity from employees and leaders being engaged in the process for long periods of time.
What would ‘You’ do
The first step of transition for X was to employ technology that would mitigate wastage of time and money for the organization. But technology may not always the best solution. So, we invite you to take a look at all the challenges X faced, and see what you would’ve done if you were advising the organization during this transition.
Share your ideas and views with us in the comments on what you think would’ve been beneficial for X to increase employee engagement, improve business results, and set up a leadership pipeline for years to come. We’re always eager to hear the most innovative business solutions.

November 12, 2017 - No Comments!

HR Summit Financial Services 2017

KNOLSKAPE is proud to be the Gold Sponsors at HR Summit Financial Services 2017.

The Financial Services sector is witnessing constant change in technologies and the
environment it operates in. Organizations have to constantly look at practices they
deploy to keep their employees engaged and align them to prevalent demands.
The role of HR personnel in such circumstances becomes critical as they have to keep a
watchful eye on HR strategies that may be seen in the future and at the same time
refresh their existing HR practices to meet the immediate demands of employees and
top management alike.

A number of talent trends are challenging HR managers to modernize – from the
increased use of social media for recruitment, to the rise of the “Digital Natives”  in the
workforce and the business demand for predictive people analytics.
HR is no longer at the tail end of the technology queue. They have access to powerful
tools that move them away from administrative paperwork and put them firmly in a
position to make long-lasting strategic decisions for the organization. As more
companies work through updating their organizational processes to compensate for
their digital transformation initiatives, HR’s role will continue to evolve and center itself
as one of the most important areas of an enterprise.

Keeping in view the above, AIWMI has organized its inaugural HR Summit: Financial Services 2017.

Why Attend?

Discover – The winning formulas of effective HR teams

Learn – Success secrets from prominent HR leaders

Debate –  Quiz the speakers on the secrets of their success

Speed learning – Get quick-fire inspiration for your own growth

Ignite – Learn new ideas to enhance HR practices

Speed networking – Build a tailor-made support network

Action – Identify the take-away you can immediately apply