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February 14, 2018 - No Comments!

Top 6 Digital Myths Busted

The concept of Digital is of great interest to academicians, leaders and organizations world over. In our conversations with clients, digital pioneers, and industry stalwarts, however, we have come to understand that there is a lot of confusion around the concept itself. Therefore, while the world tries to comprehend what Digital truly is, it is important to also understand what Digital isn’t. By the time you finish reading this piece, we hope to have busted 6 common myths and misconceptions about Digital.

Myth #1: Improving technology is Digital Transformation

Despite incorporating new technologies to their business, many organizations have still not been able to thrive in the Digital Age. As a result, since the year 2000 alone, over 52% of Fortune 500 companies have disappeared. The business models of these organizations were too outdated for them to survive in the Digital Age.

While Technology is the pivoting point into the Digital Age, it is the data that these technologies give us, the effective use of which dictates our preparedness in the Digital Age. The scale at which data is available to organizations has resulted in data being interactive - analyzing trends, developing patterns, and creating predictions. For organizations to truly claim themselves as ‘Digital Masters’, it is important for them to use this analysis to redefine business models, scale leaders at all levels within the organization, and become agile, to cope with demands of consumers, stakeholders, and partners.

Myth #2: Digital affects only IT or B2C companies

While most people believe that digital is here for IT or B2C companies, research proves otherwise. Digital is disrupting all industries. It is said that Digital is doing to Banking, Insurance, and Accountancy what social media did to telecommunication and the media.

Even major innovators, such as Netflix and Amazon are finding themselves competing with other industries to develop a large market base. Netflix CEO, Reed Hastings said, “Really we compete with everything you do to relax. We compete with video games. We compete with drinking a bottle of wine. That’s a particularly tough one! We compete with other video networks. Playing board games”, showcasing how digital is truly disrupting all industries, and challenging organizations to compete outside of their traditional industries, to win in the Digital Age.

Myth #3: Digital Transformation starts with customer experience

The core of any business is to cater to the needs of the customer. In the Digital Age, however, customer interaction with businesses is starkly different. Today, consumers also behave as co-creators for many innovations; Also, the ways in which consumers engage with products and services has the potential to disrupt businesses. For instance, AirBnB - a technology platform driven almost entirely by consumers (renters and landlords) has significantly disrupted travel, hospitality, and even employment models.

Therefore, organizations must be willing to radically alter their culture, operations and technological practices. In other words, effective customer experience in the Digital Age is a happy byproduct of Digital Transformation, not the starting point.

Myth #4: Digital is about reducing the workforce

It is true that digital platforms are eradicating the need for human beings to perform many of the mundane and routine tasks. However, the Digital Age is creating the need for several roles that have never existed before. For one, innovative organizations have begun to instate the role of a Chief Digital Officer, to help with Digital Transformation.

The Digital Age is also seeing full-time employment giving way to networks of project-based employment, allowing professionals and organizations to create stronger value from employing the best talent and resources for a project. This is a change that is slated to scale, as employees and leaders alike are investing in developing digital capabilities.

Myth #5: Digital Transformation is an IT function

With Digital Transformation being a key challenge for most organizations (who feel its disruption), the common question asked is ‘Who should lead Digital?’ For nearly a decade, Digital Transformation has been understood as adopting the latest in technology. As a result, it is seen as an IT function.

We know now that technology is only a part that facilitates Digital Transformation, and that changes need to be made on all fronts. Therefore, while new business units and roles are being instated to lead this transformation, as with all major decisions and changes, many business leaders and theorists agree that it is the senior leadership, starting with the Chief Executive Officer who should be leading this change. Having a Chief Digital Officer to champion this transformational change is a key idea that some have implemented, but many are still toying with.

Myth #6: Digital Transformation means different things for different industries and organizations

Once we have established that Digital Transformation needs a change in mindset and capabilities to obtain, and that it is a Leadership function, we must then look at what makes a Leader in the Digital Age. In doing so, it becomes evident that Leaders in the Digital Age have a common DNA, irrespective of the organization or industry they operate in.

With the changes that Digital Disruption is bringing in, if an organization must thrive, it is important that leaders:

  1. Have an exponential mindset to look within the industry, and outside, for disruptions, partnerships, and markets to operate in. This requires leaders in the Digital Age to be strongly networked leaders, or at least build the capabilities to do so
  2. Be able to make sense of the large volumes of data and the speed at which the data is obtained, and use intuition to develop insights based on the available data
  3. Be able to break through the limitations of the existing business model, processes, products, and markets and look at where to head next.
  4. Be comfortable with certainty as well as uncertainty, be agile, and open to an iterative process

In short, the lines between what we have known to be sacrosanct are blurring away, and businesses are being disrupted faster than leaders can comprehend what is happening. While the world has come to a consensus that Digital Transformation is necessary and inevitable, research from MIT Sloan and Capgemini states that “whole 90% of CEOs in the world believe that the Digital Economy will impact their industry, less than 15% are executing on a digital strategy”. Not getting on the bandwagon of Digital Transformation, in its truest sense, will present dire consequences for organizations.

Tell us your Digital Transformation story, if you have one. If not, let KNOLSKAPE help you with yours. Click here to know the work we’ve been doing with our clients on their Digital Transformation journey, and reach out to us at

February 13, 2018 - No Comments!

Stumbling from the Industrial Age to the Digital Age

Stumbling from the Industrial Age to the Digital Age

The Industrial Age was a period that focused on employing new manufacturing processes, resulting in some of the world’s greatest inventions -  flying shuttle, the spinning jenny, the water frame, the steam boat, the steam engine, steam powered train, and the factory system, many of which are still used to this day.

The system of development supported the need for professionals to know a trade, follow directions, get along with others, work hard, and be professional, efficient and honest. My mind begs to question, however, why we continue to have the same mindset and capabilities almost 180 years post the Industrial Age, when the business environment is not nearly the same.

The Industrial Age has long since given way to the Knowledge Age, where knowledge and ideas are the main source of economic growth. Professionals are required to think deeply about issues, solve problems, collaborate, communicate within various platforms, keep up with technologies, and handle large amounts of information. As we become more embedded into the Digital Age, it requires employees, leaders and organizations alike to develop a different mindset, and capabilities, to make sense of the VUCA environment.

At a conference I recently attended, the term ‘Digital’ was still being equated to social media platforms, and various digital technologies. In doing so, the understanding established is that by mastering the use of these digital platforms and technologies, one becomes a digital master. The Digital Age of the future, however, is about employing different approaches to creating and unlocking new business value, exceptional customer service, and agile internal processes.

The Future of Jobs Report by the World Economic Forum asked CHROs and Strategy Officers from leading global organizations about the current shift in business strategy, specifically for employment, skills and recruitment across industries and geographies. There is a marked difference in the skills necessary to thrive in the Digital Age between 2015 and 2020.

In a span of just 5 years, the order of importance for the top 10 skills will change significantly. With Robotics and Automation taking over much of the data related work, skills such as negotiations, and cognitive flexibility become secondary, as technology recognizes the patterns and trends, earlier analyzed manually by human beings. Given the crucial responsibilities of the workforce of the future, I feel the need to take a step back and assimilate everything I have learnt till date, and process how that can aid me in preparing for the workplace of the future.

In doing so, I realized that up until I graduated school 10 years ago, I was taught to work in the same manner as my parents had done, and their parents before them. In other words, I was taught to be a product of a ‘one size fits all’ model for career development – performing certain roles and progressing to a position depending on seniority. The reality, however, is that the Digital Age belongs to those who can imagine things through a different lens, create value, lead change and growth, and adapt to thrive in the Digital Age, the core mantra of which is ‘technology plus people’.

Becoming a digital master starts with developing the mindset needed for operating in the Digital Age – agility, measuring learning, employing design thinking, and motoring ahead at bullet speed, skills we are far from developing, and have a long way to go with. With the right tools, mindsets, and training, we find ourselves seamlessly transitioning from the Industrial Age to the Digital one.

January 19, 2018 - No Comments!

Recipe for personal success in the digital era

Recipe for personal success in the digital - KNOLSKAPE

I am in the process of writing a book called “Clearing the Digital BLUR”. The fundamental premise of the book is that many lines that we are used to from the industrial and early part of the information age have started blurring away. We now live in a Digital BLUR world characterized by Boundary-less organization and industries, Limitless digitization, Unbounded innovation and Relentless iteration.

Many organizations are falling by the wayside because leaders and organizations are either failing to either notice the blurring lines or struggling to respond to the after-effects of Digital BLUR. While a large part of the book focuses on the trends revolving around the BLUR and the recommended response from companies to clear the BLUR, I started thinking about what this really mean to us, as individuals. I tried to boil it down to a few realities.

Reality #1 All that can be automated, will be

That most of our work processes can be automated and robotized is now a foregone conclusion. The question that I ponder about a lot these days is, “As AI becomes more human, will we become more robotized or more human?”.

If there’s anything we have learned from history, it is the fact the tools that we invent become our masters over time. Thanks to the rapid advancements in Machine learning and AI, things that we thought were uniquely human are now being done by algorithms and in most cases, with unprecedented efficiency and quality. With poetry writing, music composition, dancing, playing golf, driving a car scratched off from the list, we are left with very few things that we can label as uniquely human.

How should we respond to this unprecedented situation? As I see it, there is only one way: by becoming more human, looking within for inspiration and doing things that are uniquely you.

Reality #2 Machines are learning, we are not

We take breaks, go on holidays, fall sick, don’t feel up to it some days. Machines don’t go through any of this, except for some planned / unplanned downtime. They keep learning all the time. All-The- Time. We, on the other hand, stagnate and saturate. So how are we supposed to keep up? At this point, there are still a few things that humans can do: imagine possibilities, be curious and learn with agility and purpose. Imagination, curiosity and learning agility are critically important for us to stay relevant.

"The first and simplest emotion which we discover in the human mind, is curiosity.” —Edmund Burke

Reality #3 Blue Collar, White Collar, Metal Collar

We inherited the terms blue collar and white collar from the industrial era. Now a third type of collar is getting added to the mix: Metal collar.

The Metal collar, the robotic workforce, can now take over large parts of blue and white-collar work. Does that mean that jobs will go away? The answer is yes and no. Yes, many jobs will go away but many more will be created.

What I am supremely confident about is our stellar ability to create more problems with these innovations. Humans have an impeccable track record with this. Looking back, it is not like the industrial era wiped away all our problems. We, in fact, created monstrous problems that are much larger than what we can solve as individuals– sustainability, income inequality, global warming etc.

In the future, successful people will be the ones who take learning in their own hands, build a tribe that cares about a cause and gain deep experiences in domains to be able to solve massive problems.

- Rajiv Jayaraman,

January 12, 2018 - No Comments!

7 Key Transformations for L&D teams in the modern workplace

If we were to go with a mathematical approach to explain business outcomes, the following formula can serve as a good anchor.

Learning and Development (L&D) teams in organizations play a crucial role in all the three pillars, viz. Strategy, Capability and Culture to achieve business outcomes.

They do so by:

  • Driving clarity, alignment and purpose by cascading the strategy through various levels of the organization
  • Building competencies that are aligned to the strategy of the organization for seamless execution
  • Energizing the organization through strong leadership pipeline and culture

There are, however, some important transformations that the L&D teams have to go through in the context of modern workplaces.

Here are the Top 7 transformations:

1.Creation to Curation

L&D teams do not have monopoly over content anymore. Learners have direct access to great content at their finger tips.

Few years ago, when structured content was still hard to come by and access to good quality information was still a challenge, L&D teams played the role of content creators. But today, with the explosion of great quality online content from top-tier providers, that too mostly offered for free, the role of the L&D team has to change.

Content creation is not valuable anymore from an L&D team's perspective. In this age of abundance and I might add, clutter, curation becomes very crucial. Building the right context for learning is equally, if not more important, than content in today's scenario.

2. Compliance to Commitment

In most organizations, the ownership for learning rests with the L&D team. Learners feel that they are pushed to attend learning interventions and the results turn out to be sub-optimal. To truly become a learning organization, the organization should encourage individuals to take accountability of their own learning. The key role of the L&D team is then to promote learning, not through a compliance process, rather by creating a culture of learning and boosting individual and leadership commitment.

3. Building better learning systems to building better learners

Many L&D teams spend a lot of time building learning systems, mainly driven through learning management systems. Once the systems are in place, they work tirelessly to drive adoption of these systems. This approach needs to change. Instead of focusing on building monolithic systems, L&D teams should focus on building better learners. This happens when the L&D team uses principles of human centered design to truly understand the motivation of modern day learners and use that as the starting point. In short, the thinking has to move from provider centric approach to learner centric approach.

4. One size fits all to hyper-personalization

For the longest time, many functions within organizations have used the one-size-fits-all approach to drive standardization and scale. L&D teams are no exceptions. In today's business scenario, one size actually fits none. From one to many broadcast models, we are moving towards a "n=1" hyper-personalization model. This is akin to the way Google or Amazon curates the experience of their customers.

To meet with the fast changing needs of the business, learning has to be agile, dynamic and more importantly, intensely personal. What design thinking as a concept might mean to a marketing professional may not mean the same thing for an HR professional. Furthermore, the concept has to be calibrated from the learner's experience and prior understanding.

4. Single Channel to Omnichannel

Many L&D teams think of the classroom as the main place where learning happens. In reality, this is quite untrue. Bulk of the learning actually happens on the job. In fact, if you think about it, learning happens all the time and everywhere. L&D teams have to break the tyranny of space and time to offer learning options to learners anytime, anywhere in an omnichannel fashion.


5. From gut feel to learning analytics

There's a classic case study on Netflix and its approach to creating the mega hit show, "House of Cards". Netflix used big data analytics to figure out the winning recipe for the show. L&D teams can pull a leaf out of the Netflix strategy to come up with innovative approaches for designing new learning experiences. Learning and HR analytics can play a huge role in this process.

6. From "1E" to "5E"

Traditionally, L&D teams have been working with single minded focus on one E: Education. Educating employees has been the main charter over many years. Today, education is only a small part of the equation. We need to start looking at the 5Es: Education, Experience, Exposure, Enablement and Evidence.

7. Pedagogy to Neurogogy

The word pedagogy refers to the system of education used to teach kids. Today, this system is being unfortunately used to teach adults. There's no surprise that the engagement levels in learning interventions are pretty abysmal. Some organizations use principles laid out by andragogy (adult learning principles) to drive deeper learning. While andragogy is a huge step in the right direction, it still does not factor in the advancements in neuroscience when it comes to making learning effective. In short, we need to move rapidly from pedagogy to neurogogy.

Finally, there is an important transformation that the L&D team needs to go through: The transformation of becoming agile learners themselves. L&D teams need to learn the business content, technology drivers, advancements in neuroscience, data analytics and human centered design to create great learners within the organization.

In the context of the modern workplace, learning is right at the core. As Peter Senge aptly says, "The only sustainable competitive advantage is an organization's ability to learn faster than the competition." The L&D team is uniquely placed as a key source of competitive advantage for an organization.They can play this role by ensuring that the strategy, capability and the culture of the organization are all aligned to achieving great business outcomes.

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.


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.


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.