Quelles sont les tendances les plus novatrices en matière de gestion des personnes que vous utilisez?

One thing I've found helpful with agile feedback is adopting an open-door policy, where team members can approach leaders at any time to discuss their progress and areas of improvement. By encouraging regular touchpoints, we can ensure that feedback is given in real-time, making adjustments easier and more relevant. Moreover, leveraging digital tools that facilitate quick feedback loops can be immensely beneficial.

Since we are 100% remote now. we are getting good benefits of digital tools , now my team is more educated on how to use tools for work management and customer interaction, we do more fact based conversation. This is helping us in managing work and also help people in managing expectation from each other. Transparency in decision making continues to be great strategy and connecting people with each other and to the goal is also giving us good results.

Agile feedback does need a degree of organizational and people maturity to work. Having said that, if the culture is set up for it, this is a game-changer in improving agility, continuously improve and is a big boost to trust.

Current feedback on a specific issue, provided in an informal way, brings better results. We don't have to think back in time to situations that no one remembers anymore or even did not pay attention on. We analyze the situation here and now and together we can resolve potential best-case scenarios. feedback given once a year is a bit like going back to the past, happens but will really change tomorrow?

Agile Feedback is all about quick , real time exchanges that fuel growth and improvement. It is often seen real time feedback works really well rather than waiting for monthly feedback meetings. Leaders definitely need to go for this dynamic and supportive approach to increase productivity.

Remote work isn’t new to matrix organizations with a large geographic span, but the new normal posed by the pandemic introduces new challenges on the feeling of belongingness. The average manager isn’t trained to take on the challenge of interpreting how belongingness is perceived. After enjoying the new normal about working remotely from home, team members slowly drift away from the company culture and what the office environment represents to it. So the score in E-sat surveys on ‘Belongingness’ becomes unreliable if we aren’t sure of our staff’s understanding of ‘belongingness’. A poll survey specific to the understanding and definition of the term is a prerequisite to the reliability of any score on this subject.

Autonomy. businesses today happen in real time; having a team with autonomy to work and make decisions is key. As leaders, we have to start with trust. Trust you have the best talents in their positions and trust they are doing the right things at the right time. Where they sit should not make a difference.

Working from home provides several advantages, notably a quiet workspace that enables fewer interruptions, leading to higher productivity levels. A major benefit is the freedom to customize your workspace to suit personal preferences and needs, which contributes to heightened comfort while working. Similarly, remote work poses certain challenges, primarily around managing and establishing concise communication channels for the team, particularly with everyone working in different locations. I've found success in quick huddles/calls to discuss challenging situations and remain available at different times of the day. With the appropriate communication and tools in place, I believe remote work can be more efficient than in-person settings.

Remote work is beneficial to employers as well as employees. For employees it is cost saving and for employees it’s saving their time, energy and money as well. Employers must understand this aspect and encourage employees to become more responsible, accountable while working from home. Employees must provide proper resources for being more collaborative and coordination among teams. Instead of spending hours together in traffic employees can do a better work at home. To work for 8 hours a day employee spends almost 3 hours for coming to office and going to home. To get rid of this traffic concerns all employers must think and bring a proper solution.

Now that we have tried to do it remotely, I agree with the continued implementation of the new work scheme. We have to normalise the new normal, and leaders must take this opportunity to make it more efficient and effective. When we implemented the remote work scheme for some period, I noticed that my team became more productive. They even exceeded the usual on-site output. It is because the team understood that it was also an opportunity for them to prove to the organisation that they could work with minimum supervision. They do not want to lose the chance to prove their skills and values during tough times.

To truly champion diversity and inclusion, leaders should first reflect on their unconscious biases. Hosting inclusive training sessions can be a game-changer. Another effective approach is mentorship programs, where individuals from diverse backgrounds can offer insights and perspectives that might otherwise go unheard. Celebrating cultural events can also foster an inclusive environment where everyone feels valued.

We are still regressive in some ways when it comes to acceptance of the third gender. Most companies color their logos with a rainbow in a particular month, however, if you look at their employee count. It's still male and female.

Both Diversity and Inclusion are integral to an organisation's well being. While important to bring in people from different streams, views and belief systems the challenge is in integrating together and ensuring everyone work towards a common goal. Ensuring every employee feels important, required and part of the process is what leaders need to work towards. Some actions that can help in ; celebrate every small success together, delegate responsibilities equally, make every employee lead a task on a rotational basis. Invite suggestions and embrace with recognitions.

We are using an innovative a Critical Thinking Model we have developed called NeuroSphere. The result of 5 years of research by the team at Abstract, it’s a simple model to demonstrate how we individually form sound judgment and make decisions. A 60 question psychometric test produces a detailed personal report followed by a 1 to 1 coaching session, can also be delivered on a team basis. Get in touch to find out more.

A vital aspect of learning and development I've found effective is "peer teaching." This approach allows team members to share unique skill sets, ensuring knowledge transfer and fostering collaboration. Additionally, encouraging employees to attend conferences or webinars, even if not directly related to their role, can introduce new perspectives and foster innovative thinking.

Learning and development (L&D) refers to the process of enhancing skills, knowledge, and competencies within individuals and organizations. It involves various strategies and activities designed to improve performance, foster personal growth, and achieve organizational goals. L&D can encompass formal training, workshops, e-learning, mentoring, coaching, on-the-job learning, and more. The field continuously evolves to adapt to changing technology, workplace dynamics, and learning preferences.

In the dynamic business world, investing in learning & development (L&D) is paramount. It fuels adaptability, preparing teams for future challenges. Instead of generic training, L&D should be tailored, embracing modern approaches like microlearning and gamification for engagement. Personal touchpoints, such as mentoring, add depth. I’ve championed cross-functional training in my team, breaking silos and fostering holistic understanding. This not only promotes collaboration but also optimizes resources, saving time and effort. In essence, L&D is a strategic tool for present success and future readiness.

Learn a Word a day Speak a new language. The only thing which cannot be stolen is your knowledge. Rest all can be taken away from you. L&D is a daily process, you cannot avoid it. Change is inevatable

I trully believe psychological safety is tbe key for physical and mental health. Allowing people to speak their minds on any subject matter is tremendously important but very often neglected.

Each leader creates another. Employees can grow only when you create an environment that allows them to collaborate, create and accomplish.

The importance of mental health days cannot be overstated. Providing employees the autonomy to take off when they're feeling overwhelmed can be instrumental in promoting overall wellbeing. Also, facilitating regular check-ins that focus on the individual rather than the tasks can give team members a safe space to voice any concerns or challenges they face.

This is obvious. The organization that values it's employee wellbeing is more likely to see employees valuing the organization, and being prepared to go over and beyond. Mental health day offs are good, but not enough. It's more effective to look into the the root causes of stress - toxic managers and unhealthy competition, to create a positive and supportive culture.

Yes this is a new topic coming under scrutiny now with the new way of working. One thing I encountered with this trend is that people believe they should get this only as employees. Wellbeing is a 2 way approach, an employee should also care for their manager/leader. I have seen how my managers were surprised when I took care of their wellbeing as a “simple” employee. Psychological safety always take at least 2 people.

In my work, I constantly try to empower my team members, and it is a miracle the impact it has on motivation. Simple things like asking the team to help with interviewing new candidates make a big difference. People should feel that they are a part of a team and not being held in the dark!

Trust is foundational for empowerment. An approach I endorse is the "trust but verify" model. Allow team members to take on responsibilities and make decisions, but maintain open communication channels to provide guidance when necessary. Celebrating individual achievements, no matter how small, can also reinforce a culture of empowerment.

In my leadership journey, I've always prioritized empowering my team. Empowerment, to me, isn’t just about granting authority but fostering an environment where ideas thrive. By facilitating open dialogues, I’ve witnessed hidden talents emerge. Regularly, I've offered them opportunities beyond their defined roles, encouraging growth. This approach hasn’t just led to enhanced team productivity, but also fostered a culture of trust and innovation. When employees feel valued and equipped, they not only meet but often exceed expectations. My experience has reinforced that empowerment is the cornerstone of a motivated and innovative team.

This requires a good set of principles in place to support and guide people when making decisions. The absence of such a framework will only lead people to feeling lost.

I believe that the empowerment of employees is essential for the effective development of their activities, because micromanagement, mistreatment, conflicts or mistakes in general can come from a lack of autonomy or full knowledge of one's own functions and responsibilities. Having a "reference" or someone who can correct you makes the process much easier. It is assumed that when a person is in a leadership role, it is the product of a reason and if it has an added value that is greater, sharing it should give fluidity to operations and responsibilities and obtain better results as a team

Working with teams to understand their real motivation and aligning that to the overall company vision is something which has worked well for me. Helping team members to see the big purpose in their work which makes the whole work meaningful is another thing which is very important.

Below are certain approaches that worked well for me as a leader :- 1.Engaging the team members in brainstorming for business decisions having dierect/indierect impact on them before formalizing . 2. Methods like Flipped Classrooms not only for L&D however for problem solving too has helped me to enable the right Brain thinking. 3.Collectivist Culture in teams is a strong recommendation based on my practical experience . 4.Belongingness & Trust in your team & thier decisions is a must.

These are my go to principles for people management: 1. Being genuine, vulnerable, authentic and supportive. 2. Helping people tap into their best potential. 3. Mindful Leadership accompanied by coaching can be a game changer. 4. Motivation may phase out, but real human connections last a lifetime.

I do not use any innovative techniques or trends but prefer sticking to basics. Be respectful in the conversations. Show empathy and mean (don’t just say) you care. Everyone has their own constraints and as leaders, if we are not getting into get into their shoes to understand their perspective and challenges, no advance technique will work. Be simple, stay human and work with people to elevate them.

Beyond these trends, it's essential to keep an ear to the ground and remain receptive to evolving dynamics in the workplace. A continuous dialogue with team members, industry peers, and thought leaders can ensure you're always at the forefront of innovative people management practices. Embrace adaptability, and remember that each trend should be tailored to fit the unique needs and nuances of your organization.