Tag: Managers

Maximizing Potential: The Importance of Manager Performance Evaluation

Maximizing Potential: The Importance of Manager Performance Evaluation

Have you ever been part of a team where the manager seems to lead in circles, lacking direction or clarity? Or have you experienced the frustration of feeling undervalued and unheard, with no meaningful feedback or recognition for your hard work? If so, you’re not alone. The truth is that managing people is no easy feat, and evaluating managers’ performance can be equally challenging. But here’s the thing: it’s crucial. Think of it as the compass that guides an organization toward success. In this blog, we’ll dive into the importance of manager performance evaluation and explore how organizations can navigate these challenges effectively. So, let’s buckle up and embark on this journey together to maximize the potential of your team and organization!
Table of Contents

What is Manager Performance Evaluation?

Alright, let’s break it down! Manager performance evaluation—it’s not just some corporate jargon thrown around in boardrooms. It’s pretty straightforward and super important. So, picture this: you’re part of a team, and your manager is like the ship’s captain, steering everyone toward success. Now, imagine if there was no way to check if the ship was heading in the right direction. That’s where manager performance evaluation comes into play. Here’s the deal: it’s all about assessing how well your manager is doing their job. From setting clear goals to providing feedback and driving team performance, a manager’s role is multi-faceted, right? And that’s precisely what we’re evaluating—how effectively they’re ticking off those boxes. It’s not just about pointing out flaws. It’s about recognizing strengths and areas for improvement, too. After all, we’re all on this journey of growth together.

Key Components of Manager Performance Evaluation

Manager performance evaluation encompasses a variety of key components and metrics designed to assess the effectiveness of managers in their roles.
  • Communication Skills: Effective communication lies at the heart of successful management. Managers are evaluated based on their ability to convey information, listen actively to their team members, and foster open dialogue within the organization.
  • Leadership Abilities: Leadership inspires and guides others toward shared goals and objectives. Managers are assessed on their capacity to lead by example, empower their team members, and cultivate a positive and inclusive work environment.
  • Goal-Setting Process: Setting clear and achievable goals is essential for organizational success. Managers are evaluated on their capability to set SMART (Specific, Measurable, Achievable, Relevant, Time-bound) goals for their teams and align individual objectives with broader organizational strategies.
  • Team Motivation: Motivated teams are more productive, engaged, and committed to achieving organizational objectives. Managers are scrutinized for their ability to inspire and motivate their team members, recognize and reward their contributions, and foster a culture of collaboration and innovation.
In addition to these qualitative assessments, manager performance evaluation incorporates quantitative metrics to provide a holistic understanding of managerial performance. Metrics such as team productivity, employee satisfaction scores, turnover rates, and goal attainment metrics are analyzed to gauge the impact of managerial actions and decisions on organizational outcomes. By evaluating managers across these diverse dimensions, organizations can gain valuable insights into managerial effectiveness, identify areas for improvement, and implement targeted strategies to optimize managerial performance and drive organizational success.

Challenges in Manager Performance Evaluation

Let’s delve into the challenges often encountered in manager performance evaluation and how to overcome them:
  •  Bias and Subjectivity in Evaluation: One of the biggest hurdles in performance evaluation is the presence of bias and subjectivity. This occurs when personal opinions and preconceptions influence the evaluation process, leading to unfair assessments. Organizations can implement standardized evaluation criteria to mitigate bias, provide fair assessment practices training, and encourage evaluators to focus on objective metrics rather than personal biases.
  • Lack of Consistency and Standardization: Inconsistent evaluation processes can undermine the credibility and fairness of performance assessments. Organizations should establish clear evaluation guidelines and standards that are uniformly applied across all managers to address this challenge. Standardization helps ensure that evaluations are conducted fairly and consistently, providing reliable insights into managerial performance.
  • Resistance to Feedback and Evaluation: Some managers may resist receiving feedback or undergoing evaluation due to fear of criticism or negative consequences. Organizations should foster a culture of openness and transparency around feedback and evaluation to overcome resistance. Managers should be encouraged to view feedback as an opportunity for growth and development rather than a threat to their reputation.
  • Addressing Performance Gaps and Underperformance: Identifying and addressing performance gaps and underperformance is essential for improving managerial effectiveness. Organizations can support managers in managing performance issues by providing targeted training and development opportunities, offering mentorship and coaching, and implementing performance improvement plans. By proactively addressing underperformance, organizations can help managers reach their full potential and contribute to organizational success.
In summary, overcoming challenges in manager performance evaluation requires a proactive approach focused on minimizing bias, standardizing evaluation processes, fostering a feedback culture, and supporting managers in addressing performance gaps. By managing these challenges effectively, organizations can ensure fair and meaningful evaluations that support managerial growth and enhance organizational performance.

Benefits of Manager Performance Evaluation

You know, when it comes to running a tight ship, manager performance evaluation is like the secret ingredient that takes things to the next level. 
  • Enhancing Managerial Effectiveness and Efficiency: When managers know how they’re doing, they can adjust to be even better. It’s like fine-tuning a car to run smoother and faster. With performance evaluations, managers can pinpoint areas to improve and become more effective.
  • Identifying Strengths and Areas for Improvement: Just like how you’d figure out your best subjects in school and where you could use some extra help, managers can learn about their strengths and weaknesses through evaluation. Knowing what they’re good at helps them leverage those skills while identifying areas for improvement allows them to focus on growing and developing.
  • Aligning Individual Goals with Organizational Objectives: Imagine a team where everyone is rowing in different directions—it wouldn’t get very far, right? Manager performance evaluation helps align individual goals with the big-picture objectives of the organization. When managers understand how their work contributes to the overall goals, they can lead their teams more effectively toward success.
  • Facilitating Professional Growth and Development: Just like learning and growing by receiving feedback on your schoolwork, managers grow professionally through performance evaluation. It’s an opportunity for them to learn from their experiences, seek training and development opportunities, and become even better leaders.
In a nutshell, manager performance evaluation isn’t about pointing fingers or finding faults—it’s about helping managers be their best, driving success for themselves and their teams.
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Implementing Effective Manager Performance Evaluation Processes

Alright, picture this: you’re gearing up for a road trip and want to ensure everything’s in place before you hit the road, right? Well, that’s kind of how it works with manager performance evaluation. You want to set your managers up for success from the get-go. Here’s how:
  1. Establishing Clear Performance Criteria and Expectations: This step involves defining clear performance standards and expectations for managers. It’s like setting a destination for your journey. Managers need to know what is expected of them, what success looks like, and how their performance will be measured.
  2. Providing Timely and Constructive Feedback: Managers require timely and constructive feedback to understand their performance. Just like a GPS guides you along your journey, feedback keeps managers on track, highlighting areas of strength and areas needing improvement.
  3. Utilizing Multiple Evaluation Methods and Sources of Feedback: Effective evaluation involves gathering feedback from various sources, including self-assessment, peer reviews, and input from upper management. This approach provides a comprehensive view of a manager’s performance, much like having alternative routes on a road trip in case of unexpected detours.
  4. Incorporating Goal Setting and Development Planning: Managers benefit from setting clear goals and creating development plans to achieve them. This process is akin to creating a roadmap for the journey ahead. Goals guide managers toward their objectives and help them focus on professional development.
In essence, effective manager performance evaluation processes involve setting clear expectations, providing timely feedback, and empowering managers to set goals and plan for their development. By implementing these practices, organizations can ensure that managers are equipped to navigate their roles successfully and drive organizational success.

Maximizing the Impact of Manager Performance Evaluation

To maximize the impact of manager performance evaluation:
  • Integrating Evaluation into Talent Management and Succession Planning: This ensures organizations identify high-potential managers, develop future leaders, and ensure continuity in leadership roles, aligning evaluations with long-term strategic objectives.
  • Creating a Continuous Feedback and Improvement Culture: Encouraging ongoing dialogue fosters transparency, accountability, and mutual learning. Regular feedback promotes a culture of improvement and development.
  • Leveraging Technology for Streamlined Evaluation Processes: Technology automates workflows, collects and analyzes data efficiently, and provides actionable insights. Streamlining processes saves time, reduces administrative burden, and ensures consistency.
  • Empowering Managers to Drive Their Development: Encouraging managers to set meaningful goals, seek feedback, and pursue learning opportunities enhances their professional growth. Providing access to tailored resources supports their development journey.
In summary, integrating evaluation into talent management, fostering continuous feedback, leveraging technology, and empowering managers to drive their development enhances organizational excellence and success.

Conclusion

Manager performance evaluation is integral to identifying high-potential leaders, fostering a culture of continuous improvement, leveraging technology for streamlined processes, and empowering managers for their professional development. It’s time for organizations to prioritize and invest in effective evaluation processes. Organizations can drive excellence and success by integrating evaluation into talent management, fostering continuous feedback, and empowering managers. Embrace evaluation as a tool for growth and success. By actively participating in the process, setting meaningful goals, seeking feedback, and pursuing learning opportunities, managers can enhance their leadership capabilities and contribute to organizational excellence.

Suprabha Sharma

Suprabha, a versatile professional who blends expertise in human resources and psychology, bridges the divide between people management and personal growth with her novel perspectives at Risely. Her experience as a human resource professional has empowered her to visualize practical solutions for frequent managerial challenges that form the pivot of her writings.

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Redefining Leadership: Uday Parmar’s Blueprint for Success

Redefining Leadership: Uday Parmar’s Blueprint for Success

Becoming a new manager is an exciting milestone in every professional’s career. With new responsibilities and expectations on their shoulders, you must have heard them saying I will not be the stereotypical manager you have seen. No micromanaging, no bossing team members; I will be the cool boss the team can come to. But do you know, according to research conducted by CEB, 60% of all new managers fail within the first 24 months. And the main reason behind it is lack of training. Under work pressure and stress to prove themselves, they end up giving out orders and stop empathizing with the team. Unknowingly, they become the stereotypical manager they always dreaded. Take a moment to reflect on the managers you’ve encountered throughout your career. If you are lucky, there must be one who stands out in your memory – a manager who left a mark on your career. What traits set them apart from these stereotypical managers? They must be those who understand that with great power comes great responsibility. Leadership is not about standing tall but bending down, rolling up your sleeves, and working twice as hard as everyone else.  Today, we will explore the managerial journey of a leader with a similar approach, Uday Parmar, co-founder of Lilypad, an e-commerce platform for electric vehicles. Despite his extensive global travel and studies, Uday remains humble. He thinks that taking on leadership roles has made him even more grounded. He has 20+ years of experience in international sales and business development. Apart from this, he finds joy in mentoring people, hitting the gym, and spending time with his furry friend. Ready to be inspired, challenged, and a little humbled as a leader? Uday’s story might give a friendly nudge to those managers who once aimed to be great leaders but might have lost their way.

Humility and Teamwork: Uday Parmar’s Formula for a Thriving Team

Uday Parmar has 15+ years of experience managing teams in traditional job roles and in the startups he founded. Like most new managers, he didn’t have formal training and felt unprepared for the challenges. However, what set him apart was his desire to improve himself continuously. Uday approached his managerial role with an open mind, eager to learn and acquire new skills from everyone around him, regardless of their position or years of experience. This commitment to constant growth and learning played a crucial role in shaping Uday into the adaptive leader he is today.
I was terribly unprepared for it – and have learned, unlearned, and re-learned multiple times over these years. Uday Parmar
In his initial days as a manager, Uday faced a challenge, which helped him understand that this managerial journey will never be linear and that he will have to reinvent himself based on the situations and team members. Looking back, he recalled one situation wherein one of his high-performing team members disagreed with Uday’s approach to the campaign. Rather than forcing his view on the team member, Uday took an unconventional route to find common ground. He split the team into two groups, each running a different campaign style – one aligned with Uday’s strategy and the other following the team member’s approach.  At the end of the 4-week campaign trial, Uday was surprised by the outcome: his strategy, combined with trust in his team members, resulted in fewer meetings than the alternative gung-ho phone-based approach. 
I was amazed to learn that my well-thought-out and time-tested methodology resulted in limited success. It taught me a valuable lesson, for sure. Uday Parmar
This experience left a lasting impact, shaping two key learnings that became the foundation of his leadership style. First, managers should never have the know-it-all attitude, and second, managers can also learn from their team members, not just the other way around. This incident taught him the importance of humility and that even though you’re a manager, you don’t always have to have all the answers. Learning from others, especially those in your team who might have valuable insights, is necessary. 

Uday Parmar’s Approach to Managerial Challenges

Despite Uday’s years of experience, he still faces challenges as a manager. He has shared two of his most common challenges that many fellow managers would relate to. Firstly, getting the entire team to progress and move along smoothly toward a common goal, and secondly, helping teams spend time on what they have as priorities, as opposed to company priorities. Uday acknowledges that getting everyone on the same page and ensuring cohesive progress is not a walk in the park. That’s why his leadership style thrives on giving everyone a voice. He believes that when every team member has a say, there is a greater sense of ownership and commitment. By fostering an environment where everyone’s input is valued, Uday found that teams become self-motivated, adding value and working independently towards shared objectives.
I am a believer in ‘What gets measured gets done.’ Uday Parmar
He has also shared a simple yet powerful philosophy. He emphasizes regular measurement and reporting to stay focused and unbiased. He believes many team management problems get solved if one knows what to measure, how to measure, and how to report. He emphasizes. This approach addresses challenges and fosters a proactive environment driven by clear goals and accountability. Uday’s strategic approach to measurement and reporting is not just a solution but a dynamic process fostering continuous improvement. By implementing these practices, managers can navigate the challenge of aligning team focus with priorities, promoting a culture of transparency and data-driven decision-making within their teams.

Drawing Wisdom from Colleagues and Experiences

Uday’s leadership learning extends beyond his own experiences; he picked a few things through observation and a few from colleagues. While working as a director at EY, he encountered the challenge of the dearth of quality content because of an inexperienced team. Rather than waiting for solutions from the content team, Uday sought advice from Harsha, Head of Forensic Technology at EY India.
Harsha taught me a valuable lesson DIY(Do it yourself). Uday Parmar
Harsha provided a simple yet powerful solution to the problem: “Why do we need to wait for others when we can do it ourselves.” Reflecting on this, Uday shared that day he learned there are times when managers have to roll up their sleeves and get their hands dirty. He understood the invaluable lesson of leading by example. This hands-on approach sets him apart as a boss who practices what he preaches, emphasizing the importance of taking the initiative.
I observed that not communicating the challenges team members were going through created a wall between managers and their teams. Uday Parmar
To ensure there’s no communication gap between him and his team. Uday actively takes steps to dismantle the barriers. How does he do it? Through a combination of an open-door policy and candid self-disclosure. Firstly, he promotes an open-door policy. He encourages the team to discuss challenges, share ideas, and solve problems openly. This policy acts as a bridge, creating a culture where communication flows freely in both directions, eliminating awkwardness. Secondly, Uday breaks away from traditional leadership by openly embracing vulnerability, sharing his weaknesses, shortcomings, and areas where he may lack understanding. This honesty isn’t a weakness but a demonstration of Uday’s authenticity as a leader. It establishes a safe space where team members feel comfortable sharing and building trust and mutual understanding.

Uday Parmar’s Tips for Effective Leadership

For aspiring managers, Uday offers three golden tips: Be Yourself: Uday suggests new managers not to pretend to be someone they are not, just for the effect. According to him, authenticity is magnetic and helps build real connections. When managers are genuine, they attract trust, inspire others, and foster long-term relationships within the team. Empower Your Team: New managers often feel the need to prove themselves by handling everything on their own. However, Uday advises against this approach. Instead, he encourages managers to share responsibilities and delegate tasks. When team members are given opportunities and responsibilities, they can showcase their capabilities and untapped potential. By empowering team members, Uday believes that new managers can build a stronger, more capable team and create a workplace where each member feels valued and motivated to contribute their best. Embrace Your Ignorance: The third and most important tip is acknowledging that nobody knows everything. Admitting something you are unaware of without shame creates an open and transparent environment. Uday advises new managers to learn from their team and mentors and even from mistakes. Embracing your lack of knowledge encourages continuous learning and improvement for you and your team.

How Can Risely Help?

Uday Parmar has developed their leadership style by working as an leader in different companies and developing his own startup, an opportunity only some aspiring managers may have. But here’s the thing: we miss out on the nitty gritty and don’t always have the support to overcome similar challenges. That’s where Risely steps in as a solution. Risely is an AI buddy for managers, offering the guidance that every manager needs to unleash their true potential. With tailored steps and insights, Risely empowers you to solve challenges in simple steps: 
  • Identify your challenges: The journey begins when a manager starts by defining their challenges. From 50+ challenges, managers and team leaders can identify the issues hurting their team.
  • Test your skills: In the second step, skills and qualities, such as expectation setting and prioritization skills, are tested with the help of leadership skill assessments to see how well you have achieved these critical functions. These assessments help us create detailed reports for skills and abilities.
  • Start growing: Now comes the good part: where your progress becomes Risely’s agenda. Managers can start making progress with the help of daily nudges, toolkits, and the interactive AI coach – Merlin, who is there for you through thick or thin, whether day or night. 
Sounds exciting? You can start a free conversation with Merlin now!

Suprabha Sharma

Suprabha, a versatile professional who blends expertise in human resources and psychology, bridges the divide between people management and personal growth with her novel perspectives at Risely. Her experience as a human resource professional has empowered her to visualize practical solutions for frequent managerial challenges that form the pivot of her writings.

Kickstart your leadership development journey for free now!

Learning from mistakes is great. But what if we skip them? Find the loopholes in your skills with Risely’s range of assessments today.

Start Now

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The Gen Z Manager’s Diary: Chelsi Mehta’s Ride to the Top

The Gen Z Manager’s Diary: Chelsi Mehta’s Ride to the Top

For the last few months, Gen Z entering the workforce has been a hot topic for everyone. From casual water cooler conversations to social media debates, everyone has an opinion about them. Whether it’s the latest workplace meme or a shared eye-roll at their unique lingo, we’ve all had our fair share of interactions with this generation.  Some might find their lingo amusing and their work ethic a bit unconventional, but there’s an undeniable truth that we can’t ignore. Whenever a new generation steps into the professional world, it brings a breath of fresh air that workplaces have been silently waiting for.  What sets GenZ apart? Well, they are the first generation to grow up with digital exposure. Because of this, they are motivated and conditioned to ask questions, kickstarting crucial conversations about topics often overlooked– like work-life balance, mental health, and inclusion and diversity in the workplace. Today, we will share the professional journey of Chelsi Mehta, the Gen Z poster child. She has been a powerhouse in the creative industry for the past two years. She’s donned various hats of copywriter, ghostwriter, and creative manager. Currently, she is freelancing and managing a small team. When she is not crafting the next big thing in the creative domain, you’ll find her lifting weights like a boss and dishing out rants on social media. Now, that’s what you call a dynamic personality, right? Let’s uncover Chelsi Mehta’s intriguing journey as she reshapes workplaces on her terms! We will unravel how she went from being an employee to being her own boss in such a short span. Join us as we share the challenges she faced and the lessons she learned, and grab some awesome tips for all you aspiring managers! 

LinkedIn Leap: Seizing the Opportunity with Zest

During the monotonous days of lockdown, Chelsi, much like many of us, embarked on a journey of self-discovery. Boredom and frustration prompted her to explore different hobbies; in this quest of self-discovery, she rediscovered her old passion for writing. Little did she know this would lead to a remarkable career at that time.
My writing journey started very early, even though I did not realize it started in my childhood when I used to write small notes to my mother about my day. Chelsi Mehta
In conversation with Risely, Chelsi reflected on her journey and realized she always had creative ideas and used to pen them down, but she had never considered it a career. Things changed when she turned her personal experiences into short blogs during the lockdown. Her writing received a lot of appreciation, and she was encouraged to open her own website. Later, her writing career took an unexpected turn when she started researching businesses, crafting impactful business case studies for them, and writing content for SaaS companies.
People have always told me I am a fast learner, which has been my greatest career advantage. Chelsi Mehta
In 2021, she stumbled upon a LinkedIn post searching for writers. Despite being unfamiliar with LinkedIn and copywriting then, Chelsi’s continuous pursuit and determination helped her get the internship. She swiftly climbed the ranks, exposing her to handling various clients early on. Her quick learning abilities eventually drove her from an intern to a managerial position in no time.  Starting this journey wasn’t a walk in the park. Chelsi’s progress, while remarkable, wasn’t handed to her on a silver platter; it demanded hard work and resilience. Let’s explore her challenges as an individual contributor with her managers.

Chelsi’s Learning Curve: Challenges and Insights as an Individual Contributor

As an individual contributor, she faced many challenges with her managers that ultimately played a pivotal role in shaping her management style. Let’s delve into the hurdles she navigated as an individual contributor.
My managers lacked transparency and effective communication, resulting in a gap in expectations. Chelsi Mehta
Chelsi shared one situation where her managers didn’t tell her what was expected and the deadline, which created confusion. This confusion led to a delay in delivering work to the client. And instead of fixing the problem by communicating openly, the manager blamed the team for not meeting expectations. This experience made her realize the importance of clear and transparent communication. Now, she always talks openly and shares information with her team, avoiding misunderstandings and ensuring everyone is on the same page.
You must be present as a manager and reach out to the team and ask if they need help. Chelsi Mehta
Chelsi ensures transparency and open communication in her team by starting with a collaborative mindset. She initiates conversations beyond professional aspects, focusing on personal interests and goals during the hiring process. This approach creates a lasting impression and fosters a sense of collaboration. She stays involved throughout, checking in on her team daily, addressing any challenges, and ensuring they feel supported. She emphasizes being present consistently, not just assigning tasks and disappearing, but genuinely caring about their well-being. Even when work falls short of expectations, she maintains honesty and communicates openly about the team’s performance and her thoughts, fostering a culture of trust and transparency.

Chelsi Unplugged: Overcoming Managerial Challenges with Finesse

Chelsi handles challenges like a pro—only writer’s block can make her feel momentarily lost. Yet, she openly discussed some hurdles she noticed in her management style during a tough time in her career; she has shared her journey of overcoming them and consistently working to refine her managerial skills.
Initially, being patient with team members with different personalities became a significant challenge while juggling various roles and responsibilities. Chelsi Mehta
Chelsi faced two main challenges as a manager, which are interlinked in more than one way. First, managing her workload while being patient with her team proved to be a significant challenge. The second challenge was effectively handling different personalities. As a manager, she juggles various responsibilities, from overseeing operations to writing for clients, and this balancing act became daunting.  During a one-on-one conversation, she realized the impact of her shortcomings as a manager on team members’ growth and productivity. She recognized that she became impatient under the heavy workload and commitments and struggled to develop meaningful relationships with her team. This conversation served as a wake-up call, prompting Chelsi to acknowledge the need for patience in managing her workload and understanding and respecting the diverse personalities within her team.  Facing challenges head-on, she implemented smart strategies to overcome them. First, she embraced self-reflection. This awareness paved the way for improvement, helping her stay calm and focused amid challenges. Taking a step further, she worked on her communication skills. She started expressing herself more clearly and adopted a patient tone. This shift in communication style created a more positive and productive work environment. Recognizing the importance of support, Chelsi became a more guiding manager. She understood the value of clear guidance and thoroughly explained tasks to her team members. This proactive approach ensured everyone was on the same page, fostering better understanding and collaboration within the team.

Beyond Management: Chelsi Mehta’s Tips for a Well-Rounded Career

Chelsi embraces a distinctive approach to managing people; she considers herself more of a leader than a manager. According to her, every manager should adopt a leadership mindset beyond task completion—it’s about sparking positive change and making a lasting impact. According to her, the difference between a manager and a leader is that a manager ensures tasks are done, and a leader aspires for more, focusing on influencing and inspiring teams to create an environment where everyone flourishes. Now, let’s explore her tips for implementing this leadership philosophy.
You will grow and learn skills by observing what’s happening around you and not through theory and courses. Chelsi Mehta
Inspired by Oppenheimer’s insight, Chelsi emphasizes the limitations of theory with the quote,” Theory will take you only so far.” In today’s time, she advocates for a hands-on approach to learning. Her advice to newcomers is straightforward: invest time in homework, research, and practical experience. She urges professionals to dive into their chosen field, understanding its nuances and identifying personal motivations. She discourages vague questions and champions proactive learning—initiates by doing and observing. 
Just being a manager won’t ensure your growth; you have to do different things to ensure growth. Chelsi Mehta
Chelsi highlights the importance of not getting stuck in one routine, comparing it to eating the same food daily—eventually, you’ll lose interest. She suggests that professionals keep reinventing themselves through observation, leading to growth and personal satisfaction.  By this, she means combining professional tasks and hobbies to ensure continuous growth. Leaders can gain a valuable edge by staying aware of their surroundings, keeping up with industry changes, and being connected to shifts. Engaging with mindful and relevant content acts as a guide through dynamic changes, preventing you from staying stuck in your comfort zone. She emphasizes the significance of staying excited and engaged in various aspects of life, both at work and beyond.

How can Risely help?

Chelsi Mehta has developed her leadership style by learning through experience and mistakes without any safety net, making her journey more inspiring. But here’s the thing: we miss out on the nitty gritty and don’t always have the support to overcome similar challenges. That’s where Risely steps in as a solution. Risely is an AI buddy for managers, offering the guidance that every manager needs to unleash their true potential. With tailored steps and insights, Risely empowers you to solve challenges in simple steps: 
  • Identify your challenges: The journey begins when a manager starts by defining their challenges. From 50+ challenges, managers and team leaders can identify the issues hurting their team.
  •  Test your skills: In the second step, skills and qualities, such as expectation setting and prioritization skills, are tested with the help of leadership skill assessments to see how well you have achieved these critical functions. These assessments help us create detailed reports for skills and abilities.
  •  Start growing: Now comes the good part: where your progress becomes Risely’s agenda. Managers can start making progress with the help of daily nudges, toolkits, and the interactive AI coach – Merlin, who is there for you through thick or thin, whether day or night. 
Sounds exciting? You can start a free conversation with Merlin now!

Suprabha Sharma

Suprabha, a versatile professional who blends expertise in human resources and psychology, bridges the divide between people management and personal growth with her novel perspectives at Risely. Her experience as a human resource professional has empowered her to visualize practical solutions for frequent managerial challenges that form the pivot of her writings.

Kickstart your leadership development journey for free now!

Learning from mistakes is great. But what if we skip them? Find the loopholes in your skills with Risely’s range of assessments today.

Start Now

From Engineer to Entrepreneur: The Story of Ashish Manchanda

From Engineer to Entrepreneur: The Story of Ashish Manchanda

In a world saturated with stories of engineers turned entrepreneurs, we often skim the surface of their journeys, passing judgment on their career choices without truly delving into the heart of their struggles and victories. Today, we’re breaking that mold as we unfold the story of Ashish Manchanda.  Ashish began his career as a software engineer in 2004, delving into coding and software development for five years. He then pursued an MBA, gaining skills and diverse experiences from working globally under different leadership styles. His career took a turn for the better when he used the exposure and co-founded a bootstrapped startup called Culturro. As the saying goes, personality is the sum of our experiences, which rings particularly true in Ashish’s case. He has gleaned lessons from his journey’s triumphs and tribulations and transformed those insights into the foundation of a thriving company. His path was dotted with highs and lows, but his keen, observant nature and inquisitiveness have guided his journey, shaping him into the leader he is today. However, he still likes to say that he is a “work in progress” with a lot to learn.  Beyond leading and strategizing the next big move for his company, he finds joy in trekking, engaging with people in meaningful conversations, and coaching people. Now, let’s dive into Ashish’s story and explore how he wanted more from people management and impacted the professional journeys of hundreds.

From Experience to Excellence: Ashish Manchanda’s Leadership Lessons in Feedback and Growth

While many leaders and managers might express reluctance in handling the responsibility of managing teams, for Ashish, it’s a different narrative. Unlike those who find it stressful, he stands among the few who genuinely relish guiding and nurturing team members. In his eyes, managing people isn’t just a duty but the most rewarding and fulfilling experience as a leader. He attributes his leadership success to the lessons learned from his experiences with his managers. Those early experiences became the foundation upon which he built a more refined and effective approach to his leadership. 
My first manager was a godsend. He was supportive, caring, and performance-focused at the same time. Ashish Manchanda
He credits his people management style to his first manager back in 2004. He considers himself lucky to have worked with a supporting and understanding manager. Ashish credits his first manager to teaching him the basic nuances of team management. How to guide an individual, and how to give them autonomy. How to allow your team to make mistakes and put them in situations where they can learn. Giving them visibility inside and outside the organization. Giving them credit for their good work and building their case for growth inside the organization.
I still remember how one of my managers gave feedback to me. He was blunt regarding what you are doing right and what you are not doing right. Initially, it hit me hard. But when I reflected, it all made total sense. Ashish Manchanda
As an individual contributor, Ashish was always keen on self-improvement and eager to engage in the take of feedback. As a manager his knack for providing constructive feedback took root from a manager who had a systematic approach. Ashish recalls that this manager was refreshingly straightforward, not beating around the bush when it came to both strengths and weaknesses. No guesswork – just clear, direct insights coupled with actionable advice on how to grow and tackle challenges. Ashish acknowledges that this upfront and critical approach might initially sting, but he personally found it a catalyst for reflection and improvement in his own areas of development.
I adopt the same feedback style but do it subtly initially. Ashish Manchanda
When it comes to giving constructive feedback, his approach is slightly different. Ashish has a two-tiered approach. Initially, he opts for a more subtle and gentle feedback style, ensuring it’s not overly serious and critical for the receiver. However, if he observes that the feedback isn’t absorbed, he transitions into a more direct and blunt mode. The underlying motive behind his feedback is crystal clear: to foster growth and improvement in performance. Ashish’s feedback strategy is not just about pointing out areas of development but fundamentally about nurturing individuals to thrive and enhance their capabilities for the future.

Culturro’s Genesis: How Negative Leadership Inspired Positive Change

Throughout our careers, we encounter different managers – some serve as catalysts for growth, while others provide valuable lessons on leadership pitfalls unintentionally. Ashish Manchanda shared a noteworthy experience that influenced his leadership philosophy, teaching him what not to do in a leadership role.
One of my managers believed in an approach of raising their voice, demeaning team members, and needlessly applying pressure when it wasn’t needed. Ashish Manchanda
Reflecting on the past, Ashish vividly recalls a distressing period during his consulting days when he worked under a manager with a leadership style that caused significant agony. This manager employed tactics such as shouting and applying immense pressure for output, contributing to a toxic workplace environment. Resulting in employees having unpleasant and stressful experiences marked by micromanagement and toxicity. Not only did it have a negative impact on the performance of the team, but also led to significant employee turnover. Ashish knew that he had to shield his team from this toxicity to have a team that kept on performing day after day.  Micromanagement as a style may have worked well in the past, especially with a workforce that is not very evolved in its thought process. In today’s day and age, working with knowledge workers, millennials, and Gen-Z, it just doesn’t work. As per Ashish, it is a sure-shot recipe for disaster and failure.  
After this experience, the genesis of Culturro unfolded, driven by the purpose of aiding companies in establishing positive and thriving cultures. Ashish Manchanda
This experience taught Ashish Manchanda how toxic leadership harms team morale and productivity. This inspired him to start Culturro to create a positive and respectful work culture. The mission of Culturro is to create an environment where team members feel supported rather than pressured. For Ashish, effective leadership involves creating an environment that fosters growth, collaboration, and trust, steering away from fear and stress.

Learning Leadership: Ashish’s Key Takeaways from Feedback

Earlier, as a manager, I had a method of immersing individuals into challenging situations, much like throwing them into the deep end of a pool, to see how they would navigate. And only provided assistance when they struggled. Ashish Manchanda
Since the beginning of his career, Ashish always enjoyed autonomy in his roles. He thrived in situations where he was given a task by his manager, and he came through with it. Early in his days as a manager, he adopted the same. I.e., trying to give full autonomy to his team on how to get the tasks done. This approach worked mostly until it didn’t. Ashish had a crucial revelation through conversations with one of his interns. One of his significant mistakes was that waited until the end of their tenure to seek feedback on how he did managing them. During the final catchup, the intern highlighted that they struggled initially when Ashish handed them challenging tasks but provided little guidance and handholding.  This feedback became the motivation for Ashish’s transformation, highlighting two pivotal lessons. Firstly, he learned about the criticality of seeking and giving timely feedback, realizing the importance of early and regular check-ins to ensure a continuous dialogue.  Secondly, Ashish understood that cookie cutters don’t work well in feedback. Every person needs guidance and autonomy up to a different extent. This recognition prompted a positive shift in his management style, where he became more attuned to understanding people’s working styles and providing tailored support, even if it meant stepping out of his comfort zone. 

Ashish Manchanda’s Pro Tips for New Managers

Over the decades, Ashish has learned the ins and outs of leadership with hundreds of professionals. There have been mistakes on the way, but more than that, there are some evergreen tenets of effective leadership that his experience has unveiled. So, let’s check his tips for budding managers below.
Firstly, master the art of doing one-on-one conversations. That is extremely important. Ashish Manchanda
For budding managers, Ashish underscores the importance of mastering casual check-ins, which is often undervalued but fundamental in effective leadership. These check-ins go beyond mere feedback and discussions, focusing on building deep bonds and relationships with team members. At the core of this approach, one-on-one conversations involve connecting emotionally and creating dedicated space and time for meaningful interactions. Ashish advises managers to view these one-on-one conversations as a holistic approach that encompasses feedback but begins with establishing strong connections.
 The second is learning how to give constructive feedback. Ashish Manchanda
Another invaluable tip for managers is to master providing constructive feedback from a place of care. Striking a balance between offering guidance without hurting team members’ feelings while ensuring clarity is crucial. Let’s consider an example to illustrate this point: Consider a situation where a team member has submitted a project with some errors. A manager employing the principle of care in feedback might say, ‘I appreciate the effort you put into this project, and I see areas where we can improve for next time. Let’s work together to address these issues.’ On the contrary, a less considerate approach might be, ‘This project is full of mistakes. What were you thinking?’ The difference in approach can significantly impact the employee’s perspective. The considerate feedback addresses the issues and acknowledges the effort, fostering a positive and collaborative atmosphere. In contrast, the blunt feedback may demoralize the team members, potentially hindering motivation and future performance. Ashish emphasizes that conveying a clear picture without causing unnecessary discomfort is pivotal, especially at the outset of a managerial journey.
I practice a tough-love approach with my team, combining care and support with clear expectations and direct feedback. Ashish Manchanda
Additionally, Ashish practices the “tough love” theory, drawing inspiration from parenting. He recalls that after years of reflection, he realized that his first manager had the same approach. This approach involves caring deeply for individuals but being strict when necessary to focus on performance. He shares that while this method may include providing unconditional support during challenges, it also entails setting clear expectations for performance. Managers can also benefit from embracing tough love by balancing care, connection, and approachability with setting expectations, creating a conducive environment for growth and accountability.

How can Risely help?

Ashish Manchanda has developed their leadership style by working globally and observing different types of leaders, an opportunity only some aspiring managers may have. But here’s the thing: we miss out on the nitty gritty and don’t always have the support to overcome similar challenges. That’s where Risely steps in as a solution. Risely is an AI buddy for managers, offering the guidance that every manager needs to unleash their true potential. With tailored steps and insights, Risely empowers you to solve challenges in simple steps: 
  • Identify your challenges: The journey begins when a manager starts by defining their challenges. From 50+ challenges, managers and team leaders can identify the issues hurting their team.
  • Test your skills: In the second step, skills and qualities, such as expectation setting and prioritization skills, are tested with the help of leadership skill assessments to see how well you have achieved these critical functions. These assessments help us create detailed reports for skills and abilities.
  • Start growing: Now comes the good part: where your progress becomes Risely’s agenda. Managers can start making progress with the help of daily nudges, toolkits, and the interactive AI coach – Merlin, who is there for you through thick or thin, whether day or night. 
Sounds exciting? You can start a free conversation with Merlin now!

Suprabha Sharma

Suprabha, a versatile professional who blends expertise in human resources and psychology, bridges the divide between people management and personal growth with her novel perspectives at Risely. Her experience as a human resource professional has empowered her to visualize practical solutions for frequent managerial challenges that form the pivot of her writings.

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In the Manager’s Chair: Vivek Singh’s Take on Leadership

In the Manager’s Chair: Vivek Singh’s Take on Leadership

Have you ever found yourself viewing your career as a plan or a checklist of actions that you’ve seen others do and be successful ? You did these five things, so you succeeded; you didn’t do those other things, so you failed. It’s a belief many of us carry or carried in our lives, including Vivek Singh, a seasoned leader at the top of his game. At some point, he believed that his specific actions probably led him to where he is today. However, with time, Vivek’s outlook towards success changed, and he realized that success is never linear and is not about executing a set of predetermined actions or plans, but rather is about having the resilience to navigate the unpredictable twists and turns and fostering personal growth along the way. Many experienced professionals would agree with Vivek’s opinion that understanding and navigating success is complex. He drew significant inspiration for his views on success from Nassim Taleb’s book “Fooled by Randomness” which sheds light on the role of luck, uncertainty, human error, risk, and decision-making in shaping our actions that lead to success or failure. So, let’s properly meet Vivek Singh, a management consulting leader with over 14 years of global business and management experience. He leads the supply chain and sustainability transformation services portfolio at Accenture, UK and Ireland. Beyond his business leadership role, Vivek plays a crucial part in shaping the leaders of tomorrow in his organization. As a leader overseeing other leaders, he actively helps them navigate the complexities that arise in the context of their roles, offering insights about potential challenges and relevant guidance to overcome them. Outside the boardroom, Vivek is a tennis enthusiast and keen world affairs reader, who also enjoys exploring how the human mind works and influences behavior in various settings. As we delve into Vivek’s managerial journey, we’ll uncover the meaning of success and gain insights into his views on today’s managers and leaders—identifying their hurdles and exploring the ways they can adapt to the ever-evolving professional world. 

Stepping into Leadership: Vivek Singh’s Journey from Individual Contributor to Manager

“I got into the managerial role about nine years back. Getting into this role was a part of the natural progression process at my organization, when one consistently delivers great client projects and business results for one’s organization and team.” Vivek Singh
Like many professionals, Vivek’s moving into a managerial role was a gradual career progression. From the get-go in his career, Vivek wasn’t just clocking in; he was working hard to make a difference with his work ethic, eagerness to do more, discipline to do things well, and desire to make a real impact in whatever he was assigned.  Instead of sticking to the job roles and responsibilities, he actively took on duties and projects others brushed aside as not-so-exciting. His dedication and ownership were noticed early on, making him stand out as a genuine asset to the team and organization. Vivek’s transition from a diligent individual contributor to a managerial role tells us that success favors those who are proactive, take on new side-of-the desk work, and show up everyday at work to fully embrace its challenges.
“Having a manager role title and being able to perform that role are pretty different things.” Vivek Singh
In the initial stages of Vivek’s career, by chance and for being well regarded for his work, he got the rare opportunity to lead a small project, wherein he gained insights into the responsibilities of being a team leader. Despite lacking formal training or an official title of a manager, Vivek worked doubly hard to deliver the project on time and with the deliverables that were asked for, giving his bosses a slight sense of his innate leadership traits. But when he officially stepped into the managerial role, he actually understood the gravitas and demanding nature of the role. In retrospect, Vivek shared that he was probably well trained and experienced to lead small to moderate sized projects with limited complexity and ambiguity. But was not prepared to lead relatively larger and more complicated projects that required dealing with vague information and not-so-easy-to-manage stakeholder groups. He tackled this challenge by taking the initiative to shadow senior leaders on such large projects, and also observing and seeking guidance from his seniors, thus learning the difficult art and science of driving results in difficult environments, and being able to transform hurdles into stepping stones in his career journey.

Navigating Leadership: Vivek’s Lessons from Managers 

Vivek gained invaluable insights from his senior leaders by observing them during client interactions with high-profile business leaders and individuals, the kinds we see featured on Forbes and Fortune magazine lists. These experiences helped him learn the nuances of effective communication, the knack for adaptability in dynamic situations, and the importance of being well-versed in the issues at hand by anticipating potential conversation patterns. 
“I was proactive and well engaged in my business, so I got the opportunity to be with my bosses, which helped me pick up the right skills and mannerisms for engaging in a dynamic and challenging professional setup.” Vivek Singh
The significant learning Vivek grasped through these interactions was the ability to steer conversations towards more favorable scenarios, and driving the solution narratives in a way that genuinely engaged the client. In Vivek’s view, in these business setups, it’s not merely about talking of interesting points; it’s largely about confidently leading the discussion with compelling data, facts, and logical business deductions.
“If I can’t simplify my conversations with my team or clients to a level where I can easily explain them to a teenager, then I consider it a conversation that needs improvement.” Vivek Singh
Consider these two statements about optimizing cost of operations: The first, “Utilizing cutting-edge technological accelerators and compelling process synergies, we aim to optimize the costs through a multifaceted approach, leveraging different lean sigma methodologies.” And then, “We plan to improve the cost situation by using a market leading AI enabled planning  tool and smart sourcing benchmarking strategies within direct materials.” The first statement sounded impressive, but the second statement likely resonated more with you, right? This realization struck Vivek early on during his experiences in client discussions. Some of his seniors and colleagues tended to use excessive jargon and verbosity to make their points, much like in the first statement. Vivek realized that, in communication, less is often more. Bombarding conversations with unnecessary jargon only complicates things. Recognizing the true value of clear and well articulated communications, Vivek tries to simplify and make his discussions more objective with everyone involved. He advises new managers to embrace simplicity in their communication for effective leadership.

On the Managerial Frontline: Vivek’s Take on Managers’ Struggles

In his professional journey, Vivek has gotten the opportunity to mentor and work closely with many fresh minds stepping into leadership roles. After spending time with these budding leaders, he’s identified recurring challenges that today’s leaders commonly face. What are these challenges that managers struggle with under his guidance? Let’s unravel these obstacles and explore the potential solutions Vivek suggests. Imagine you have a new manager who was recently promoted and is eager to make an impact. But, they find themselves lost while dealing with diverse personalities and challenging situations. Unsure how to navigate these complexities, they lean on to micromanage their team members, thinking it’s the only way to maintain control and ensure tasks are done correctly. In this scenario, the manager’s inclination toward micromanagement stems from a common struggle — the uncertainty of dealing with challenging situations. It’s a scenario many of us can relate to, where the fear of things going awry leads to an instinctive need for constant oversight.
“Managers should refrain from controlling their team members.” Vivek Singh
In tricky situations like these, Vivek suggests new managers to resist the temptation of micromanagement. Instead, he suggests focusing on cultivating effective communication skills. According to Vivek, managers should communicate expectations and outcomes, ensure alignment within the team, and hold team members accountable for their understanding and delivery. This strategic approach establishes an outcome-driven environment and empowers individuals to fulfill their responsibilities more independently. Vivek’s insight provides a valuable alternative to the pitfalls of micromanagement, fostering efficiency and autonomy within the team. Vivek follows and promotes a purposive leadership style. He defines this approach to leadership as one that is specific to the context and purpose it seeks to achieve. His leadership approach also aligns with the Contingency Theory of Leadership, particularly Fiedler’s, which acknowledges that no universal leadership strategy applies to all situations. He encourages managers to adopt a purposive style if it aligns with their goals and the unique needs of their teams. He believes this slight change in the approach enables managers to tailor their strategies, ensuring effectiveness across different scenarios. Vivek also shared that it is common for many new managers to start controlling their teams and develop a sense of superiority because of the newfound authority.
“New managers should let go of ego and implicit arrogance.” Vivek Singh
Vivek emphasizes that humility and acting with responsibility are pivotal in a manager’s role. Individuals in leadership positions are often looked up to and relied upon. According to him, succumbing to ego, displaying arrogance, or getting involved in office politics is detrimental to effective leadership, hindering the creation of a positive, results-driven and collaborative work environment. Moreover, he believes maintaining a delicate equilibrium between firmness and approachability or flexibility is crucial. Striking this balance ensures that you, as a manager, are neither perceived as weak nor overly authoritative, fostering a work environment conducive to collaboration and growth. Mid-level managers often grapple with another common challenge—sourcing the right resources and expertise to carry out their responsibilities effectively. In the dynamic landscape of managerial roles, they frequently encounter situations where the available resources either fall short of or are inadequate for the diverse demands posed by their projects.
“Managers are struggling with suitable resources to do a particular task.” Vivek Singh
According to him, it goes beyond merely obtaining resources; it’s about curating the perfect blend of foresight, vision, tools, time, funds and, most crucially, assembling the right team to tackle the job at hand. Suppose a manager is gearing up to execute a project but is faced with the challenge of not having all the necessary skills to do the job. In Vivek’s view, managers should see this as an opportunity instead of a roadblock. They should proactively identify the gaps and organize upskilling sessions for the team. Managers should encourage each team member to align their personal development goals with the project’s needs. In his view, this strategic approach enhances the team’s overall capabilities and creates a win-win scenario. Vivek says this strategic approach ensures a smooth and effective path to progress, transforming the scarcity of resources into an opportunity for innovation and collaboration. By recognizing and leveraging the untapped and unique skills within the team, managers can also find alternative ways to navigate the constraints and propel toward delivery success.
“If managers cannot think through and build a vision, then success can be a struggle.” Vivek Singh
Another challenge that managers deal with is the development of advanced clarity and vision. In a world of complexities, forming a clear and compelling vision for a business matter or project isn’t always a walk in the park. Vivek suggests that addressing this challenge requires breaking down complex visions into actionable steps, ensuring each team member understands their role and contribution. By fostering a shared vision, managers enhance the likelihood of success. He believes that having the right resources and a clear vision are interlinked. It’s similar to having the necessary tools and a plan to make your work easier. In the workplace, managing resources well and having a clear vision are like two sides of the same coin. Vivek advises mid-level managers to understand how these aspects work together to lead a team effectively. 
“The energy emitted when one is authentic and genuine surpasses that of human love tenfold.” Vivek Singh
Senior managers often struggle to stay authentic in their leadership roles. This challenge is not unique to leaders; we all face moments where staying true to ourselves amidst professional responsibilities can be demanding. However, according to Vivek, projecting an honest and real image is crucial. This authenticity has a powerful impact on team dynamics, fostering trust and collaboration. When senior managers consistently portray their true selves, it shapes a team that aligns better with the organization’s goals. This genuine approach creates a positive and productive work environment where authenticity catalyzes success.

Vivek’s Tips for Aspiring Managers

Vivek, a mentor to many, has some simple but effective tips for managers that he learned through his journey while interacting with the world’s top leaders. He believes a manager’s success is not just about being good at the job but also about having a team that trusts them and shares the same vision. 
“Being a lone wolf in business does not work.” Vivek Singh
Vivek emphasizes that authentic leadership is about working together and building trust. He says managers who try to make it alone don’t succeed. Vivek’s most important tip for upcoming leaders and managers is prioritizing long-term relationships for success. He believes sustained success is built on valuing team members and avoiding distractions like ego and arrogance.
“Valuing and investing long-term relationships takes you a long way in a leadership role.” Vivek Singh
Instead of viewing their position as absolute power, he advises managers to consider it a responsibility. Vivek encourages managers to let go of personal agendas, opting for authentic and caring relationships with their team members. This, he believes, is the path to enduring success in leadership.
“All your successes and failures don’t define you. They are transient.” Vivek Singh
Vivek believes managers shouldn’t take everyday successes and failures too seriously. According to him, these moments are temporary and don’t define one’s overall success and effort. Instead, he encourages future managers to focus on constant learning, adaptability, and maintaining consistent effort in their work. Success is a continuous journey marked by growth and dedication rather than being solely determined by individual victories or setbacks. 

How can Risely help you?

Vivek Singh has honed his leadership style by observing the world’s top leaders, an opportunity not every aspiring manager may have. As he wisely puts it, making mistakes is part of the journey, but the crucial aspect is learning and growing from them. Recognizing managers’ unique challenges, Risely steps in as a solution. Risely is a platform for managers, offering the guidance and support needed to navigate their leadership journeys. With tailored steps and insights, Risely assists managers in refining their approaches and unlocking their true potential.  Here’s how Risely solves challenges for today’s managers and leaders: 
  • Identify your challenges: The journey begins when a manager starts by defining their challenges. From 30+ challenges, managers and team leaders can identify the issues hurting their team.
  •  Test your skills: In the second step, skills and qualities, such as expectation setting and prioritization skills, are tested to see how well managers have achieved these critical functions. These assessments teach them about their skills and abilities with detailed reports.
  •  Start growing: With time, managers can start making progress with the help of daily nudges provided by Risely. It dynamically supports the manager’s progress through resources like toolkits, samples, and assessments.

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Rising to the Challenge: Shruthi Kamath’s Path to Becoming a Manager

Rising to the Challenge: Shruthi Kamath’s Path to Becoming a Manager

“Can I really do this?” It’s a question that echoes in the minds of countless professionals contemplating a leap into management. The fear of the unknown, the anxiety of making decisions that impact others, and the worry about losing the familiar comfort of their existing roles – these are the emotions that grip many aspiring managers. Meet Shruthi Kamath, a Senior Customer Success manager with nearly eleven years of professional experience. She deals with client communication, understands their requirements, and gives them the experience of the product and services. Shruthi is a creative and self-driven person who enjoys turning her ideas into reality. She always gives her best in every project she takes on. But as a manager, like so many others, she was initially scared at the mere thought of becoming a manager. We’ll talk about her fears and hesitations about taking on the role and how she turned those feelings around and became the excellent manager she is today. Her professional story demonstrates how embracing the unknown can lead to remarkable professional and personal growth.

A Change of Heart: How Support and Self-Discovery Overcome Hesitation

“I thought I could never become a manager because it never seemed like my cup of tea.” Shruthi Kamath
Initially, when Shruthi got an opportunity to become a manager, the idea didn’t sit well with her. She had reservations, mainly because of the negative stereotypes associated with the managerial role. The common belief that team members often dislike their managers weighed heavily on her mind. In retrospect, Shruthi’s reluctance to take on a managerial role primarily stemmed from her concern about positively impacting her team. The thought of stepping into a managerial role brought the weight of wondering whether she could contribute positively to her team’s dynamics. The hesitation wasn’t rooted in self-doubt but rather in a genuine desire to ensure that her influence on the team would be constructive and beneficial. This thoughtful consideration lingered in her mind as she contemplated embracing the role of a manager.
“Managing people is a challenging task.” Shruthi Kamath
Another reason why the idea of stepping into a manager’s shoes didn’t initially appeal to Shruthi was the complexity associated with the managerial role.She had always been the kind of professional who thrived on improving and streamlining processes. The thought of whether she could effectively manage it all made her uncertain. After all, managing people is often considered one of the most challenging tasks in the professional world. As a manager, the to-do list seems endless. You need to understand each team member’s unique work style, what motivates them, and how to inspire them to achieve their goals. You have to ensure that the work gets done on time and that your team is content working under your leadership. And, as if that wasn’t enough, you still have your own tasks to complete. The sheer magnitude of it all made her wonder if she could juggle it successfully. After some conversations with her colleagues and seniors, Shruthi began to see the manager’s role in a new light. It dawned on her that this might be the next step for her growth and professional development. With her seniors’ and colleagues’ support and encouragement, she decided to take the leap. Stepping into the managerial role turned out to be an enlightening journey and became an opportunity for self-discovery, too. With every interaction, she learned valuable lessons, not just about managing others but about understanding herself better. 

Early Days of Leadership: Shruthi Kamath’s Managerial Challenges

“I would explain the tasks at hand clearly and would still sense a little doubt in the room.”  Shruthi Kamath
For Shruthi, a first-time manager, the initial hurdle she faced was ensuring that her team members fully grasped the task at hand, aiming to bridge potential communication gaps. Often, she found herself in a situation where she would explain things to her team, only to realize that her message hadn’t landed as intended. Sometimes, it was frustrating for her to repeat herself and still be uncertain whether her explanations had truly resolved the issues or if her team truly understood her. This challenge became a significant learning curve, pushing her to find more effective ways to communicate her ideas and tasks. As the meticulous professional that Shruthi is, she was determined to solve this challenge; after a few trial and error methods, she found a method that worked for her team.
“To tackle the communication gap effectively, I started doing a simple exercise after discussions.” Shruthi Kamath
To handle the communication challenge head-on, Shruthi initiated a simple yet clever exercise within her team. She began by articulating what needed to be done and then asked her team members to repeat what was articulated once she had finished. It was an easy yet effective approach designed to uncover gaps in understanding and ensure that her messages were crystal clear. This exercise not only made it easier for her to identify communication gaps but also allowed her team to actively participate in the process of bridging those gaps. It was a step towards fostering a more cohesive and communicative team where everyone was on the same page.
“I had a hard time understanding the team’s point of view and building empathy.” Shruthi Kamath
Another significant challenge Shruthi grappled with was seeing things from her team’s perspective to understand what was causing delays and struggles. At times, it seemed to her like they weren’t doing their job properly. It was a learning curve for her, a journey of self-discovery. She realized that in her role as a manager, it was crucial to comprehend what her team members were going through. Without this understanding, frustration might have been her default response when they didn’t meet her expectations. So, she embarked on a mission to bridge this gap. She knew that it was vital to get to the root of the issue. Shruthi discovered the importance of diving into her team members’ backgrounds, understanding their challenges, and providing support where needed. She understood that without this empathy, simply reprimanding them for not meeting her demands wasn’t a constructive approach. Shruthi made it a practice to connect with her team members personally. She engaged them in conversations where they felt safe to open up and share their concerns. By creating this atmosphere of trust and open communication, she discovered a whole new dimension to her role as a manager. It wasn’t just about directing tasks; it was about being there for her team, understanding their struggles, and helping them overcome obstacles.
“I used to get worked up easily if something didn’t go according  to the plan.” Shruthi Kamath
Shruthi used to find herself quickly getting worked up when things didn’t go according to plan, often reacting critically in the face of unexpected challenges. Recognizing this as a challenge, she embarked on a mission to improve her approach. Her turning point came when she realized that not everything unfolds as planned. Instead of reacting impulsively, she opted for a more measured response. When confronted with a situation that triggered frustration, she chose to sit with it, allowing herself to process the emotions it evoked. Only when she felt composed and clear-headed did she engage with the situation. This transformation wasn’t just about managing her reactions; it was also about fairness. She understood it wasn’t right to react abruptly with her team members for circumstances beyond their control. This shift in her response and perspective marked a significant milestone in her managerial journey.
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Shruthi’s Managerial Mantra: Active Listening and Constructive Feedback

“As a manager, I assure that I am here and willing to listen to what my team says.” Shruthi Kamath
Shruthi has the most visionary ideas in the room, and she recalls that when her managers heard her out and engaged with her thoughts, her job satisfaction and overall work engagement soared. Knowing the importance of out-of-the-box thinking, she, as a manager, carries this belief of active listening into her role. She considers it vital to encourage her team members when they approach her with their ideas. For Shruthi, being open and receptive to these ideas is a fundamental practice. For her, sharing ideas is not just about whether they will be implemented; it goes far beyond that. She never dismisses her team members’ contributions outright, nor does she label any idea as unimportant. Instead, she listens attentively, asking questions and showing genuine interest in understanding the concepts presented.  This approach is more than just about ideas; it fosters trust and a healthy rapport within her team. By demonstrating a willingness to consider and engage with her team’s input, Shruthi cultivates an environment where every member feels valued and respected. This trust and respect not only lead to stronger teamwork but also contribute to overall job satisfaction and engagement in the workplace.
“I make sure to check in with my team regularly and give them constructive feedback.” Shruthi Kamath
Shruthi’s experience in her career taught her the value of receiving constructive feedback, something she felt she had been lacking in her career initially. As a manager now, she has made it a point to ensure that her team members receive the feedback they need. What sets her approach apart is her skill in delivering feedback in a manner that doesn’t leave her team members feeling disheartened. She takes a thoughtful approach to identifying the right way to provide feedback, always aiming for a constructive conversation. Her feedback isn’t about making her team members upset; it’s about helping them improve their work. She provides them with clear guidance on how they can enhance their performance. Shruthi’s feedback strategy involves beginning with something positive, acknowledging the areas where they’ve excelled, and then gently introducing areas where there is room for improvement. This balanced approach creates an atmosphere of growth and development, where her team members can receive feedback with an open mind, knowing it’s geared towards their success. This approach ensures her team members feel supported and motivated to enhance their work continuously.

Wrapping up

As Shruthi’s journey as a manager unfolds, she’s shown a remarkable ability to recognize her shortcomings and proactively address them. Her determination to avoid falling into the stereotype of managers she once feared has fueled her growth in this new role.  While she humbly admits she still has much to learn, it’s impossible to ignore her genuine enthusiasm when discussing her newfound role. For Shruthi, the real charm of being a manager lies in the trust her team members place in her. It’s not just about overseeing projects and making decisions—it’s about those moments when her teammates approach her with problems or seek her advice. To her, there’s nothing quite as rewarding as being a reliable source of guidance and support for her team. Witnessing her colleagues look up to her, trusting her judgment, and seeking her assistance has become the most fulfilling part of her managerial journey. As Shruthi continues on this path, it’s evident that her journey as a manager is not just a professional milestone—it’s a personal evolution.

How can Risely help?

Shruthi Kamath has developed her leadership style and perspective through her experience and seniors’ guidance. Her journey to overcome hesitance and become a confident manager is commendable. However, it’s essential to recognize that not all managers have the same time, resources, and opportunities to perfect their leadership style. Every manager is unique in their leadership style and challenges. That’s where Risely comes in. Risely offers a platform for managers to seek the guidance and support they need to navigate their leadership journey. It provides tailored steps and insights to help managers refine their approach and achieve their true potential. Here’s how Risely solves challenges for many Managers like Shruthi:
  • Identify your challenges: The journey begins when a manager starts by defining their challenges. From 30+ challenges, managers and team leaders can identify the issues hurting their team.
  • Test your skills: In the second step, skills and qualities are tested, such as expectation setting and prioritization skills, to see how well managers have achieved these critical functions. Based on these assessments,  they learn about their  skills and abilities with detailed reports.
  • Start growing: With time, managers can start making progress with the help of daily nudges provided by Risely. It dynamically supports the manager’s  progress through resources like toolkits, samples, and assessments.
Risely, the AI co-pilot for leadership development, makes the road easy for up-and-coming managers and team leaders. While you are navigating the new ways of a managerial role, Risely takes the lead on your growth and creates personalized learning journeys leading toward your professional goals. In a busy world, it’s the buddy you need to succeed! 

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AI and Management: Preparing for the New Way of Work

AI and Management: Preparing for the New Way of Work

Nearly a century ago, celebrated economist Keynes remarked, “We are being afflicted with a new disease – technological unemployment.” As we stand on the verge of a new technological revolution in a post-pandemic world, our understanding of work, workplaces, and workers is set to be altered once again.  Frequent layoffs have become a thing of the present era without much anticipation of relief as the global economy continues its downturn. But there’s another entity to blame: AI. The threat of artificial intelligence on various jobs is rising; the fear has now taken up a new name – AI exposure. Yet, there is much to be understood in this discourse, which is increasingly shaped by alarming voices rather than clear ideas.  Earlier this year, a report by the multinational HR company Challenger, Gray & Christmas revealed that AI was responsible for 4,000 jobs lost in May, accounting for 4.9% of all jobs lost across sectors in the month in the US. The findings triggered rapid reactions and apprehensions about the future of work, with statements from organizations like IBM and the US’s National Eating Disorder Association, which adopted an AI chatbot to replace its helpline services, pointing toward a future of work compatible with AI. Fears of job replacement are not unfounded, but how valid are they in the present? Let’s find out right from the beginning. 
Table of Contents

Previous Eras of Change

The 21st century is not the first time technological change has come knocking and changed how we work. It has happened before, twice, primarily if we go by the trends.

The Responses to Industrial Revolution

In the summers of 1830, Barthélemy Thimonnier was a happy man. A French tailor, he had patented a design for sewing machines and set up the first machine-based clothing manufacturing unit to cater to the needs of the French army.  With success, trouble followed suit. Thimonnier’s workshop was the center of a riot, and angry workers burned down his factory over the fear of losing their livelihood as machine arms were replacing their hands. Thus began the first foray of man and machine over an industry that was set to be revolutionized in the years to come with the help of much more advanced technologies. 

Digital Revolution and the Future

A hundred years passed, and humanity looked at a similar yet broader challenge. In a world that had been made so different by the Industrial Revolution, another wave of technology rushed in. While meeting skepticism initially, the broad consensus now agrees that digital technology alters and creates jobs.  An ILO study focusing on the EU gave much more clarity: digital skills are set to become the bedrock of effective work along with non-cognitive skills. A supplementary function of technology is set to redefine many jobs, especially those at high risk of automation. This puts the spotlight on the managers and HR professionals leading organizations through these changes and preparing them to adapt.

Present and Beyond – The New Wave of Change

The present age is marked by technology assisting humans in every nook and corner. There is a marked shift from the sewing machine riots of the earlier centuries – technology is now viewed as a complementary force instead of a challenger.  Hence, the popular opinion calls for a mid-way, where workers upskill themselves to become more productive by utilizing technologies. Organizations are called in to support this transition by enabling opportunities for their workers.  
Anywhere between 75 and 375 million workers (3% to 14% of the global workforce) will seek career alternatives by 2030 to stay relevant as companies increasingly seek automated solutions. Jobs lost, jobs gained, McKinsey

What’s Happening? And What’s More?

David Autor, MIT economist, noted, “A lot of professional work combines some element of routine information processing with an element of judgment and discretion. That’s where software has always fallen short. But with AI that type of work is much more in the kill path.” Such ideas bring us back to what we started with – the prediction of technological unemployment. Before heading on developing responses to the new wave of technologies that include AI, immersive techs like AR and VR, and much more, the key lies in understanding what impact they will create. Yet, there is a gap here. A number of studies are conducted across the US and EU to explore these areas, which leave out the Global South. These studies, like the one focusing on the EU, have revealed that the vulnerability of a job to AI varies across many factors – including how work is done, where it is done, and who the workers are.  It further requires strong assumptions about future demand for goods and services, organization of production processes, rate of adoption of technologies, cultural and institutional factors, and changes in consumer preference. Interestingly, the impact focuses heavily on white collar workers, who have been largely assumed to be safe from such shifts. As Pew Research reports, jobs in high-paying fields that typically need a college education and analytical skills are ranked higher for AI exposure.  Still, we can surmise a few key points: 
  • Jobs that do not involve complex social interactions and have routine processes are more susceptible to automation. 
  • Job creation is going to compensate for these changes. As new tech evolves, it will create novel opportunities and jobs to mitigate the negative impact. 
  • AI changes things: While the earlier eras hurt the blue collar workers, white collar employees are facing the brunt now. 
Such a picture leads us to job growth that is uneven and concentrated at both ends of the ladder. At the first end, we have minute skills that machines cannot replicate, while social interactions that enable business lie at another. 

The 21st Century Manager

Over the years, managers and leaders have become an essential element in the success of any organization through their resourcefulness and strategic insights. As the world heads toward a new way of working, this profession is set to digest wide-ranging changes as well. A glimpse of these changes became evident during the pandemic-induced remote working modes. The managers of the day favor a definition that emphasizes collective growth and agility with a strong focus on efficiency. How well does this profession hold on against AI? Let’s try to figure out.

From Personnel Management to Human Resources

As work has changed – from being organized primarily around manufacturing centers to concentrating on providing services – the importance of managers is felt more vital than ever. Things started picking pace with the Industrial Revolution, later creating the space where the concepts of Scientific Management and Administrative Management played out until the need for a human touch was felt!  As the field of personnel management stood at a nascent stage in those eras, some substantial changes and contributions later cemented themselves as the classical and neoclassical schools of management theory. In the present age, however, there is a lack of developments that can prepare managers to tackle new challenges head-on.

AI in Management: Envisioning the Future

Currently, automation is set to have widely varying impacts across countries and sectors. The positive side is that automation and AI for managers cannot replace functions like people management that rely heavily on social interaction. It ensures that jobs in the management field are primarily safe from a wipe-out. But does that mean consistency in the roles itself? Probably not. The inclusion of AI at work does not replace but instead redefines jobs. So, the people in one role might not lose jobs, but they would work differently.  For instance, for an HR Generalist, the addition of technology ensures that they are cutting down on manual tasks – payroll management is automated, surveys are digital, and forums are hosted online! As per McKinsey, management features in the list of areas estimated to witness the highest job growth upon automation. Some indicators point to 75% growth in India and around 15% in the US within the industry by 2030. 

AI in Management: A Challenger, or a Helping Hand?

Companies like Hilton and American Express that have adopted AI in some aspects of their work are returning for more. The world for managers is taking a new turn for sure. As the WEF also highlighted, by automating the administrative aspects of a manager’s role, there’s much more that they can do with their soft skills. Based on surveys, people are excited to welcome AI and technology into their workplaces. There is a split here as well.
While workers rank managers better in areas like empathy and coaching, they prefer a robot when they need unbiased information, manage data, and manage schedules for day-to-day stuff. Hence, AI in management is taking up some functions and allowing managers to focus extensively on the rest. The manager of the future uses their excellent soft skills to build a great team culture and envisions success through strategic planning instead of muddling their head in sheets and schedules. Moreover, there lies the question of adoption of AI for managers in workplaces. An unwelcoming culture and lack of data show up as the most significant hurdles in the way of AI adoption at work for management professionals. Managers who can work along these lines by understanding the scope and utility of tech, as well as executing it effectively, are needed to build the future of work. So, to sum up, there are twin capabilities to balance and develop as managers – people management and technology management. 

The Case for Building Skills in the Era of AI and Management

Now that the world of a manager is not just limited to their teams, their skills also call for a broader approach. As managers in the present era, some defining qualities become the sine qua non, namely, agility and empathy. An agile framework for managers, encapsulated in a growth mindset, would be the key to professional and personal success. While the world undergoes rapid changes, managers must also tackle novel challenges that arise with the broader use of advanced tech across generations; focusing on empathy in these interactions is vital for success. 

Managerial Skills – What to Build and Break

A paper from the Journal of Decision Systems, titled “The impacts of artificial intelligence on managerial skills” signals changes in the managerial skill sets of the day based on inputs from over a hundred AI experts. First, there are some areas that AI for managers will augment and support. Think of functions that can help managers save time and raise efficiency – analyzing complex data to support decision-making, screening profiles, dealing with work pressure through solid time management and scheduling, etc.  On this extreme lies another set of skills that AI in management can replace to a large extent with the proper backing from organizations. These include functions that call for routine cognitive tasks such as gathering information and making simple decisions. The last and most exciting part includes skills that will be the need of the hour to envision and execute an AI-powered workplace as a manager. First, managers need to start with technical know-how to understand the technologies they are working with. HRs rate the ability to use AI tools as the top preferred digital skill but simultaneously expect a wide gap and training opportunities, too, signaling the need for coaching and guidance ability on the part of managers.  Moreover, AI and management together make a risky business. There are potential harms that come along with the benefits. Managers need to be prepared to handle risk and the ethical and behavioral challenges bound to arise from these interventions. Hence, judgment and ethical decision-making abilities become very important.  Lastly, the movement of an organization from a conventional to an AI-led approach to work is a significant shift. Managers leading this change need to be open-minded and spread the same ideas. Effective communication to secure buy-in and establish trust, change management to facilitate the move, and collaboration across the various functions would be essential skills to hone for any manager.  But not all is about what’s about to happen. Some areas remain constant as the manager’s field of play, namely, leadership and imagination. The complex interactions and skills needed here are beyond the realm of AI and remain critical abilities for successful managers. 

How to Grow skills? Searching Solutions that Solve for the Present

This occasion gives an excellent opportunity to remember the first law of digital innovation: Technology changes quickly, but organizations change much more slowly. Given that there is an evident shift in skills, managers need to succeed; the question is – can managers navigate these changes? Here, we need to think of what managers need to do to build their skills. There is the same old list: we have management gurus sharing success mantras, three-day workshops that cover everything, and self-led paths with questionable conclusions. Organizations are experiencing an evident gap in solutions that solve for the present – a fast-paced world where problems need resolutions as they come. 
“Many learners find it tedious to watch lengthy video content. Traditional training methods, besides being both time-consuming and costly, frequently fall short of meeting the demands of modern workplaces. Through my extensive conversations with Learning and Development (L&D) professionals throughout the years, I’ve concluded that there is a strong demand for interactive learning tools, specifically customized videos that captivate learners effectively. Furthermore, incorporating features such as self-paced learning and incentives along the learning path can significantly boost completion rates. Effective training for professional success should be tailored to individuals’ specific requirements rather than relying on monotonous slides and seminars.”  Vishnu Raned, CEO of VideoKen
The new leadership and manager development solutions must sing the tale of the time. All in all, the approach needs: 
  • A fast-paced method that solves challenges in real-time 
  • Personalization over generic ideas to enable precise interventions 
  • Multiple avenues to involve various perspectives and cultivate innovation 
  • Presentation in easily accessible as well as modern formats
Nonetheless, many organizations are searching for the perfect development solution for their managers. A lot of them believe that their workforce already has the necessary skills, while the workers wait for training and help to navigate new technologies as they come. 

Anxieties Over AI in Management and Overcoming Them

The presence of AI in management along with other advanced technology undoubtedly leads to career anxiety among management professionals. Accenture’s H. James Wilson, managing director, says, “The No. 1 source of worker anxiety is around ensuring the relevance of their skills.” With the predictions of significant job changes in the job market and roles, there are apparent concerns about future bug managers. However, managers can overcome these risks by building the skills needed for the future of work. As AI cannot reach specific areas, leadership and imagination remain the entitlements of managers.  Until now, professionals have had to compete with other professionals who have their own unique set of strengths and challenges. This competition has been relatively high, as we all know. And to top all this, we now have AI to compete with. With all this, workplace stress has become a regular visitor in our lives. So much so that we don’t even notice when this stress takes the shape of anxiety, and a significant part of our time and energy goes into analyzing all things that could go wrong, our (perceived) shortcomings, lack of skill, etc. And technological advancements indeed make our lives turn around like AI is now. But it’s also true that we eventually come back to the unique qualities and attributes that humans bring, which AI cannot. Yes, AI can change how humans work, and we should use it to enhance our work and guide us to growth and development as leaders. A few ways to get started on a healthy note with AI in management can be: 
  • Be aware and proud of your unique attributes that make you helpful at the workplace.
  • Education and self-awareness – be truthful about how much you know and what else you need to learn.    
  • Keep yourself updated with new advancements so that you don’t get behind.
  • Collaborate and connect with colleagues and mentors to share your concerns.
  • Incorporate AI into your teams in smaller projects instead of large-scale implementations. Understand how it works and impacts your team, and learn and grow from there.

Conclusion

As we look to the future, it’s evident that we’re on the cusp of a new technological revolution, reshaping the landscape of work, workplaces, and the role of workers. The ominous specter of technological unemployment, once foreseen by Keynes, has taken on a new form – AI exposure. This era is marked by the rapid integration of artificial intelligence into various facets of work, raising concerns about the future of employment.  Historically, humanity has weathered technological changes, notably the Industrial and Digital Revolutions, which transformed how we work. These shifts had their share of challenges and opportunities, and the advent of AI is no exception. However, AI’s role is more complementary than adversarial. Workers are expected to upskill and work alongside technology, fostering a more nuanced relationship. As AI redefines roles, managers, often seen as safe from automation, are also experiencing shifts in their functions. AI isn’t replacing managers; it’s augmenting their capabilities. To thrive in this evolving landscape, managers need to develop a dual proficiency in people management and technology management. They must possess the skills to harness AI in management to enhance their decision-making and efficiency while remaining committed to fostering collaboration, innovation, and a positive work culture. While the advent of AI in management understandably brings anxieties about job security and relevance, managers can overcome these challenges by embracing the technology and focusing on developing their leadership and imaginative skills. AI for managers may complement their abilities, but it cannot replace the unique qualities that define the role of a manager in the workplace. By doing so, you can confidently navigate the ever-changing world of work and lead your teams to success in an AI-enhanced future.

Deeksha Sharma

Deeksha, with a solid educational background in human resources, bridges the gap between your goals and you with valuable insights and strategies within leadership development. Her unique perspectives, powered by voracious reading, lead to thoughtful pieces that tie conventional know-how and innovative approaches together to enable success for management professionals.

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Understanding Modern Leadership: Ananya Narang’s Perspective on Team Management 

Understanding Modern Leadership: Ananya Narang’s Perspective on Team Management 

Founders and managers, the unsung heroes of the business world, often find themselves juggling various challenges. From instilling accountability to motivating their diverse team members, these leaders carry the weight of creating a harmonious and productive work environment.  One of the biggest hurdles for leaders is managing people. It’s like trying to find your way through a maze, but instead of walls, leaders are dealing with different personalities, work styles, and expectations from team members. Their job is to make sure everyone works well together. This means dealing with personal conflicts, helping the team do their best, and ensuring everyone stays motivated to reach the same goals. Then there’s the issue of time. Managers always feel like they’re racing against the clock. They have many things to do – overseeing important projects, attending meetings, and ensuring their team is happy. It’s like trying to fit too many puzzle pieces into a small frame. These challenges might not be talked about as much as they should be, but they’re real for managers and founders. In this manager story, we will hear from Ananya Narang, who has faced these challenges head-on. She will share her experiences, insights, and strategies that helped her and can help other leaders like her. Ananya Narang, founder of Entourage Marketing, aims to empower startups and founders on their path to success. Her startup has a straightforward mission: to assist emerging startups in becoming strong and influential players in their respective markets. Ananya’s professional journey is nothing short of captivating. Over the past 2-3 years, she has worn many hats in the dynamic field of content and marketing. Her roles ranged from freelancing to collaborating with renowned brands and their marketing departments. This diverse experience has given her a unique perspective, enabling her to understand how each stakeholder approaches and solves complex marketing and content department challenges.

The Unpredictable Nature of Leadership: Challenges of Ananya Narang’s Journey

“Nobody can ever prepare themselves for a leadership role because there is a new set of challenges every day.” – Ananya Narang
Considering her prior work with numerous founders and in-depth discussions about their entrepreneurial journeys, Ananya had a semblance of what lay ahead. She mentally felt well-prepared, believing she knew the challenges that awaited her. However, life has a knack for throwing curveballs when you least expect it. As a founder, Ananya was in many complex situations in the initial months; the only thing that helped her get through was her perseverance to make a mark for herself. 
“In the leadership role, you don’t only have to deal with your team but also several other stakeholders- clients, ecosystem partners, influencers and what not!” -Ananya Narang
Ananya identifies that the most persistent challenge she grapples with as a founder is the complex task of comprehending diverse individuals within and outside the team. She recognizes that each person possesses a distinct thought process, coping mechanisms for various situations, and unique communication styles. Achieving a balance between her team members, stakeholders, and their distinctive communication styles and work approaches while effectively conveying her perspective in different scenarios stands out as an ongoing struggle that demands continuous adaptation and learning.
“Sometimes, as a leader, keeping track of time becomes very challenging.” -Ananya Narang
As a leader, effective time management remains a vital responsibility. This role requires a delicate balance between providing valuable support to team members and ensuring that essential tasks are not incomplete. It’s also crucial to remember that, amid these responsibilities, leaders must also prioritize and manage their personal lives. Disrupting the equilibrium can have far-reaching effects on a leader’s personal and professional life. To manage time effectively, Ananya has shared a few tips she follows to remain productive and on time.
“One of the most undermined assets is calendar blocking.” -Ananya Narang
Ananya advocates a proactive approach to time management for fellow founders and leaders. Her advice centers on maintaining a meticulous calendar and planning daily to maximize productivity. Even for a brief 10-minute call, she stresses the importance of scheduling it beforehand. This practice ensures that both parties are well-prepared, minimizing the likelihood of missed calls or disorganized meetings. Additionally, Ananya employs a strategic approach to managing her time. She begins her day by tackling the toughest calls and addressing the most significant challenges head-on. This proactive stance allows her to confront critical issues as the day’s first task, ensuring a focused and clear mindset. Throughout her day, she carefully allocates specific time slots to address conversations based on their priority levels. This systematic approach keeps her well-informed about her team members’ concerns and critical information and facilitates effective leadership and timely issue resolution. By structuring her day in this manner, she exemplifies a thoughtful and organized leadership style, ensuring that her team’s needs and commitments receive the attention they deserve.

Ananya’s Top 3 Strategies for Building Long-term Vision in a Team  

Ananya is a leader who refrains from micromanaging. Her leadership style revolves around illuminating the impact of her team’s work, ensuring they comprehend the “why” behind their tasks, and presenting the bigger picture. Rather than controlling every detail, she empowers her team by fostering understanding and a sense of purpose. But she also understands showing the bigger picture is easier said than done. She has shared a few steps that helped her open up this broader view to her team.
“It is important for candidates to understand the culture of the company.” -Ananya Narang
In the modern workplace, GenZ’s unique expectations have reshaped the dynamics between managers and employees. A Deloitte study revealed a trend: Gen Z values purpose and job satisfaction over higher salaries, challenging the conventional wisdom about workplace motivation. Ananya is one of those leaders whose strategy revolves around illuminating the bigger picture for her team. She passionately communicates the company’s mission and visionary goals, fostering a profound understanding among her team members. This shared vision not only instills purpose but also fuels a collective passion, pushing the team toward common objectives. In the face of these shifting paradigms, leaders like Ananya play a pivotal role, inspiring teams to work harmoniously towards shared goals. By focusing on intrinsic motivators and offering a compelling vision, Ananya’s approach not only ensures the company’s success but also cultivates a motivated and resilient workforce.
“Illuminate the ‘Why,’ and motivation becomes the ‘How.” -Ananya Narang
Ananya’s second step in creating a long-term vision involves explaining the “why” behind every task. Through her leadership experiences, she has consistently witnessed the transformative power of team members, understanding the significance of their work. This understanding, she believes, kindles a profound sense of purpose and commitment, eliminating the need for external motivation. Ananya’s leadership approach is intricately woven with this principle as she strives to unveil the deeper purpose behind each task, ultimately inspiring her team to give their absolute best. In her eyes, spoon-feeding tasks are equally counterproductive as spoon-feeding solutions. Ananya ardently advocates that it’s not just about instructing people on what to do; it’s about teaching them how to think. This leadership style promotes independence, cultivates critical thinking, and sparks innovation within her team. As a result, her team members approach challenges with confidence and creativity, knowing they possess the skills to navigate them effectively.
“My main job as a leader is to just Communicate” – Ananya Narang
The third step in Ananya’s strategy for nurturing a long-term vision among her team members involves a deeply personalized approach. Ananya goes the extra mile by regularly sitting down for one-on-one discussions with each team member, delving into their dreams and personal goals. It’s a unique approach that showcases her genuine care and commitment to their success. As Ananya sees it, communication is at the heart of leadership. She emphasizes the importance of conveying the right message to the right people, and she practices what she preaches. From individual meetings to full-team gatherings, she believes in the power of regular and effective communication to ensure that her team is on the same page and moving toward their long-term vision. It fosters an environment where team members see themselves as contributors to the organization’s goals and individuals whose growth and ambitions are supported by their leader. Ultimately, Ananya’s commitment to understanding and assisting her team in achieving their aspirations contributes to establishing a dedicated, motivated, and loyal group of professionals aligned with the company’s long-term vision.

Tips for Leaders to Understand Modern Employee Expectations

From Ananya’s perspective, the evolving workforce landscape demands leaders to elevate their management strategies. 
“Work is not just about making money anymore.” – Ananya Narang
Changing workplace expectations of employees is influenced by many factors, such as evolving generational dynamics and societal shifts, which have brought forth a shift in how we perceive work. Work is no longer just a means of earning a paycheck; it carries more profound sentiments like fulfillment, acknowledgment, personal growth, recognition, and respect. Therefore, founders and managers must delve into what their employees seek from their work environment. Understanding and analyzing these desires within the working ecosystem is pivotal to effective leadership to keep them productive and engaged.
“When there is no trust, there is no team.” – Ananya Narang
She believes managers shouldn’t perceive themselves as sitting at the top of a hierarchy, detached from their team members. Instead, they should position themselves at the center, among their team. By doing so, managers can foster trust and rapport with their team members. When team members perceive their manager as one of them, someone who understands their challenges, concerns, and aspirations, they are more likely to trust and respect that manager. This trust is essential for effective leadership because it promotes open communication, collaboration, and a sense of unity within the team. In the world of startups, leaders like Ananya tackle some real challenges, from dealing with unique personalities to racing against the clock. Ananya’s journey shows us that leadership is full of surprises – no two days are alike! Her secret sauce? She understands her team, shares a clear vision, and cheers on their personal goals. Nowadays, it’s not just about making money; it’s about finding meaning, satisfaction, and personal growth. Ananya’s story is a reminder that trust, understanding, and clear communication are the keys to excellent leadership – building a team that’s motivated and super loyal!

How Risely helps managers achieve their true potential? 

Ananya Narang has developed her leadership approach and perspective through keen observation and experience. Her focus on communicating with team members rather than giving orders must resonate with many busy managers and leaders juggling multiple tasks while trying to build their businesses. However, it’s essential to recognize that not all managers with this mindset have access to the same level of time and patience. Every manager is unique in their leadership style and challenges. That’s where Risely comes in. Risely offers a platform for managers to seek the guidance and support they need to navigate their leadership journey. It provides tailored steps and insights to help managers refine their approach and achieve their true potential. Here’s how Risely solves challenges for many Founders and Managers like Ananya:
  • Identify your challenges: The journey begins when a manager starts by defining their challenges. From 30+ challenges, managers and team leaders can identify the issues hurting their team.
  • Test your skills: In the second step, skills and qualities are tested, such as expectation setting and prioritization skills, to see how well managers have achieved these critical functions. Based on these assessments,  they learn about their  skills and abilities with detailed reports.
  • Start growing: With time, managers can start making progress with the help of daily nudges provided by Risely. It dynamically supports the manager’s  progress through resources like toolkits, samples, and assessments.
Risely, the AI co-pilot for leadership development, makes the road easy for up-and-coming managers and team leaders. While you are navigating the new ways of a managerial role, Risely takes the lead on your growth and creates personalized learning journeys leading toward your professional goals. In a busy world, it’s the buddy you need to succeed! 

Suprabha, a versatile professional who blends expertise in human resources and psychology, bridges the divide between people management and personal growth with her novel perspectives at Risely. Her experience as a human resource professional has empowered her to visualize practical solutions for frequent managerial challenges that form the pivot of her writings.

Suprabha Sharma

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15+ Sales Manager Best Practices to Boost Your Team’s Performance

15+ Sales Manager Best Practices to Boost Your Team’s Performance

As a sales manager, you are responsible for achieving your targets and driving your team’s performance. It’s easy to get caught up in the daily grind of managing a sales team, but taking a step back and focusing on sales best practices can help you significantly improve your team’s performance. In this blog post, we will delve into the core areas of sales management and give you sales best practices that can help you boost your team’s performance. We cover everything from sales pipeline management, sales operations, and sales training to sales territory management. We will also dive deeper into each area and discuss specific best practices that you can implement to maximize efficiency and drive results. So, let’s get started!
Table of Contents

The Importance of Sales Manager Best Practices

Sales best practices are crucial for the success and sustainability of a sales team and the organization. Here are five key reasons why they are essential:
  • Consistency and Predictability: Sales best practices provide a standardized approach to selling. When everyone on the sales team follows proven techniques and processes, it creates consistency in performance. Consistency leads to predictability, vital for setting and achieving sales targets and revenue goals.
  • Efficiency and Productivity: Sales best practices in sales help streamline the sales process, eliminating wasted time and effort. When sales reps have a clear roadmap, they can work more efficiently, handling more leads and opportunities in less time.
  • Higher Conversion Rates: Implementing sales best practices results in higher conversion rates. These practices are typically developed through a deep understanding of customer needs and preferences, making prospects more likely to respond positively to the sales approach.
  • Customer Satisfaction: Effective sales best practices prioritize the customer’s needs and concerns. By understanding and addressing customer pain points, sales teams can build trust and foster positive, long-term relationships, leading to higher customer satisfaction and retention.
  • Continuous Improvement: Sales best practices are not static; they evolve with the market and customer preferences. Implementing these practices encourages a culture of continuous improvement within the sales team. Salespeople can learn from their experiences and the experiences of their peers, refining their techniques to stay competitive and adapt to changing conditions.
Follow the link to know about how managers can make or break company growth.
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Core Areas of Sales Management Best Practices

It is important to focus on core areas of sales management and apply sales manager best practices to ensure a more streamlined and effective sales function. Sales pipeline management plays a crucial role in tracking and optimizing the entire sales process, while sales operations ensure the smooth functioning of sales activities and processes. Sales training equips sales reps with the necessary skills and knowledge to excel in their roles, and sales territory management involves strategically dividing territories to maximize sales opportunities. Adopting sales best practices in these core areas can enhance your team’s performance and drive better results. Keep reading to know more about them.

Sales Pipeline Management Best Practices

The sales pipeline visually represents the sales process, from lead generation to closing a deal. It’s essential for tracking and optimizing the entire sales process. Sales managers use the pipeline to monitor the progress of leads and opportunities, identify bottlenecks, and allocate resources effectively. A well-managed sales pipeline helps predict future revenue, set realistic targets, and identify areas where additional support or training may be needed.
  • Clearly Defined Stages: Define and document the various stages of your sales pipeline, from lead generation to closing a deal. Ensure that all team members understand these stages and use consistent terminology.
  • Regular Pipeline Reviews: Hold regular meetings to review the sales pipeline with your team. Assess the progress of each opportunity, identify potential roadblocks, and strategize how to move deals forward.
  • Lead Scoring: Implement lead scoring to prioritize leads and opportunities based on their potential value. This helps sales reps focus their efforts on the most promising prospects.
  • Sales Forecasting: Use historical data and trends to create accurate sales forecasts. This helps set realistic targets, allocate resources effectively, and plan for growth.
  • Data Quality and CRM Usage: Ensure that your CRM system is up to date with accurate data. Train your team to use it consistently for tracking interactions, recording notes, and maintaining a clean database.

Sales Operations Best Practices

Sales operations are responsible for the smooth functioning of sales activities and processes. They focus on optimizing sales processes, tools, and technology to enhance the sales team’s efficiency. Sales operations teams often handle tasks like territory alignment, compensation plans, sales analytics, and sales software and tools integration. Their role is crucial in ensuring the sales team has the resources and support needed to meet and exceed targets.
  • Process Documentation: Document all sales processes, workflows, and best practices. This ensures that everyone follows standardized procedures for efficiency and consistency.
  • Technology Integration: Integrate sales tools and software to streamline operations. This includes CRM systems, marketing automation, analytics, and communication platforms.
  • Sales Enablement: Develop sales enablement resources, such as sales collateral, playbooks, and training materials, to support your sales team’s daily activities.
  • Sales Data Analytics: Use data analytics to track and measure the performance of your sales team and processes. This data-driven approach helps in making informed decisions.
  • Sales Compensation Plans: Design competitive and motivating compensation plans that align with the company’s goals and incentivize sales reps to meet or exceed targets.

Sales Training Best Practices

Sales training equips sales representatives with the skills and knowledge they need to excel in their roles. It covers various aspects, including product knowledge, communication skills, objection handling, and negotiation techniques. Effective sales training leads to higher sales performance, increased customer satisfaction, and improved team morale. It’s an ongoing process that adapts to changes in the market, product offerings, and customer needs.
  • Role-Specific Training: Tailor training programs address the specific roles and responsibilities of your sales team, whether it’s inside sales, field sales, or account management.
  • Continuous Learning: Promote a culture of continuous learning by offering ongoing training and development opportunities, including workshops, webinars, and mentorship programs.
  • Product and Industry Knowledge: Ensure that your sales team deeply understands your products or services and the industry you operate in, allowing them to speak with authority and confidence.
  • Sales Skills Enhancement: Improve essential sales skills, such as objection handling, negotiation, active listening, and relationship building.
  • Role-Playing and Practice: Incorporate role-playing exercises and real-world scenarios into training sessions to help sales reps apply what they’ve learned in a practical context.

Sales Territory Management Best Practices

Sales territory management strategically divides geographic or market areas among sales reps to maximize sales opportunities and efficiency. This process considers the potential for sales, the existing customer base, and the resources available to each salesperson. Well-structured territory management ensures that each sales representative can focus on their allocated area, providing better service and potentially increasing sales.
  • Market Analysis: Conduct a thorough market analysis to understand the potential of different territories. Consider factors like demographics, competition, and economic trends.
  • Equitable Assignment: Assign territories fairly, considering factors like salesperson experience, skill set, and workload capacity. Avoid overloading or underutilizing your sales team members.
  • Regular Evaluation: Continuously assess the performance of each territory. Adjust assignments as needed to allocate resources where they can have the most impact.
  • Customer Segmentation: Divide territories further by customer segments to ensure each sales rep can tailor their approach to specific customer needs and preferences.
  • Communication and Collaboration: Encourage communication and build collaboration among sales team members, especially when multiple reps cover adjacent territories. This can help identify cross-selling opportunities and share sales best practices.

Conclusion

To be a successful sales manager, it is crucial to implement sales best practices in various areas of sales management. This includes effective sales pipeline management, streamlined sales operations, comprehensive training, and strategic sales territory management. Focusing on these core areas can enhance your team’s performance and drive better results. Regarding sales pipeline management, leveraging CRM software can help streamline the process and provide valuable insights. Regularly measuring and analyzing sales pipeline reports allows you to identify areas for improvement and make data-driven decisions. Keeping the entire company informed through regular updates is essential for sales operations. Additionally, ensuring that efficient and concise sales processes can save time and improve productivity. Investing in comprehensive sales training is another crucial aspect of boosting your team’s performance. Customizing training sessions to cater to different roles and regularly conducting follow-ups and refresher sessions can help your team stay updated and motivated. Lastly, implementing sales best practices in sales territory management, such as strategic territory allocation and continuous monitoring, can maximize efficiency and ensure optimal coverage. By adopting these sales best practices, you can elevate your sales team’s performance and drive success in your organization.

Aastha Bensla

Aastha, a passionate industrial psychologist, writer, and counselor, brings her unique expertise to Risely. With specialized knowledge in industrial psychology, Aastha offers a fresh perspective on personal and professional development. Her broad experience as an industrial psychologist enables her to accurately understand and solve problems for managers and leaders with an empathetic approach.

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Mastering the Art of Hiring: A Comprehensive Hiring Manager Interview Guide

Mastering the Art of Hiring: A Comprehensive Hiring Manager Interview Guide

Hiring the right talent is a cornerstone of an organization’s success. In today’s competitive job market, the role of a hiring manager is more critical than ever. Hiring managers need a structured and practical approach to identify the best candidates who will meet the job requirements and align with the company culture. That’s where a well-crafted hiring manager interview guide comes into play. This blog explores the art of hiring manager interview guide. We delve into the importance of having a comprehensive interview guide, the steps to create one, and tips to conduct interviews effectively. Whether you’re an experienced hiring manager looking to refine your approach or a newcomer to the hiring world, this guide will provide you with the insights and tools needed to make informed and strategic hiring decisions. 
Table of Contents

What is the role of the hiring manager in an interview?

The hiring manager plays a pivotal role in the interview process, where they are responsible for several key tasks:
  • Defining job requirements: The hiring manager first determines the qualifications, skills, and experience required for the open position. This involves creating or updating the job description and specifying the candidate evaluation criteria.
  • Screening resumes and applications: Hiring managers review resumes and job applications to shortlist candidates who meet the basic job requirements. They identify candidates whose backgrounds align with the position’s needs.
  • Developing interview questions: Crafting interview questions that assess a candidate’s qualifications and fit for the role is another key responsibility. The hiring manager may also collaborate with the HR team or interview panel to create a comprehensive set of questions.
  • Conducting interviews: The hiring manager typically leads or participates in candidate interviews. They ask questions, evaluate responses, and assess how healthy candidates match the job requirements. This involves in-person, phone, or video interviews.
  • Assessing cultural fit: Hiring managers often evaluate whether candidates are a good cultural fit for the organization. They consider how well a candidate’s values, work style, and personality align with the company’s culture.
  • Collaborating with the interview panel: In larger organizations, the hiring manager may work alongside an interview panel that includes team members, department heads, or HR professionals. They coordinate with the panel to ensure a comprehensive evaluation of candidates.
The hiring manager’s role is critical in ensuring that the right talent is brought into the organization, and their ability to assess qualifications, cultural fit, and potential contributions is central to the hiring process.

Need for a Hiring Manager Interview Guide

A hiring manager interview guide is an essential tool for several reasons:
  • Consistency: It ensures that all candidates are evaluated using the same criteria and questions, promoting fair and consistent assessments.
  • Legal compliance: A well-structured guide helps hiring managers avoid asking illegal or discriminatory questions, reducing legal risks.
  • Effective screening: It helps hiring managers focus on critical aspects of the job and candidate qualifications, improving the efficiency of the screening process.
  • Improved decision-making: An interview guide ensures hiring managers cover all relevant topics, leading to more informed and confident hiring decisions.
  • Structured assessments: The guide helps hiring managers rate and compare candidates objectively, reducing the impact of biases.
  • Candidate experience: A structured interview can create a positive candidate experience, enhancing the company’s reputation.
  • Onboarding: An interview guide can help hiring managers identify the best candidates for onboarding, leading to higher retention and better performance.
  • Feedback loop: It encourages hiring managers to provide feedback and share insights with HR and other team members, leading to continuous improvement in the hiring process.
  • Training tool: It is for new hiring managers, helping them understand the organization’s expectations and best practices.
In summary, a hiring manager interview guide is a valuable tool that streamlines the hiring process, enhances fairness, and helps organizations make well-informed and strategic hiring decisions. It is essential for maintaining consistency, reducing legal risks, and ensuring a positive candidate experience.

How to create a hiring manager interview guide?

Creating a hiring manager interview guide involves several steps to ensure the directory is well-structured and effective. A step-by-step process to make a comprehensive hiring manager interview guide:
  • Understand the job requirements: Start by thoroughly understanding the job requirements and the skills, qualifications, and attributes needed for success in the role.
  • Identify key competencies: Identify the essential competencies and qualifications for the job. This might include technical skills, soft skills, experience, and cultural fit.
  • Develop a list of standard questions: Create a list that addresses the key competencies. These questions should be open-ended and designed to elicit detailed responses from candidates.
  • Behavioral and scenario-based questions: Incorporate behavioral questions and scenario-based questions to assess how candidates have handled relevant situations in the past.
  • Legal and ethical considerations: Ensure all questions are legal and ethical, avoiding topics like age, gender, religion, or other protected characteristics.
  • Rating system: Develop a rating system or scoring criteria to assess candidates’ responses. This system should align with the competencies and qualifications identified earlier.
  • Guidelines for follow-up questions: Provide guidelines for when and how to probe further or ask follow-up questions to get more detailed candidate responses.
  • Explanation for each question: Include explanations in the guide, detailing why the question is relevant and what you are looking for in the candidate’s response.
  • Sample answers: Provide sample answers or indicators of what constitutes a strong response for each question. This helps hiring managers evaluate candidates effectively.
  • Scoring sheet: Create a scoring sheet or evaluation form that hiring managers can use to rate candidates’ responses during the interview.
  • Training and explanation: Provide training and explanation to hiring managers on how to use the guide effectively. Offer examples and scenarios to clarify the expectations.
Creating a hiring manager interview guide is an ongoing process that requires collaboration, training, and adaptation. It’s essential for maintaining consistency, fairness, and objectivity in the interview process and ensuring that suitable candidates are selected for the organization.

How can a hiring manager prepare for an interview?

Hiring managers can prepare for interviews effectively by following these steps:
  • Review the job description: Familiarize yourself with the job description, including the qualifications, skills, and experience required for the role.
  • Understand the company and culture: Ensure you have a strong understanding of the company’s mission, values, culture, and goals. This knowledge will help you assess a candidate’s potential cultural fit.
  • Study the candidate’s resume: Carefully review the candidate’s resume to understand their background, work history, and accomplishments.
  • Develop interview questions: Create a set of interview questions that align with the job requirements and competencies. Include a mix of standard, behavioral, and scenario-based questions.
  • Standardized rating system: Establish a standardized rating system or evaluation criteria to assess candidates consistently. This system should align with the competencies and qualifications required for the job.
  • Sample answers and indicators: Include sample answers or indicators of what constitutes a strong response for each question in your interview guide. This will help you evaluate candidates effectively.
  • Probing and follow-up guidelines: Develop guidelines for when and how to probe further or ask follow-up questions to gain deeper insights into candidates’ responses.
  • Prepare for a positive candidate experience: Plan the interview logistics, such as the location and timing, to ensure candidates have a positive experience.
  • Active listening: Practice active listening during interviews to ensure you fully understand candidates’ responses.
  • Feedback and follow-up: Plan for timely feedback to candidates and colleagues involved in the interview process. Offer constructive feedback where appropriate.
By preparing effectively, hiring managers can conduct interviews that are consistent, fair, and aligned with the organization’s needs and culture, ultimately leading to better hiring decisions.
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Tips for hiring managers to conduct an interview effectively

An effective interview is crucial for hiring managers to identify the right candidate for a job. Here are some tips to help hiring managers conduct interviews effectively:
  • Review the candidate’s resume, the job description, and any relevant materials before the interview.
  • Ensure that the interview space is comfortable, well-lit, and free from distractions.
  • Start the interview with a friendly greeting to help candidates feel at ease. Building rapport can lead to more candid responses.
  • Use open-ended questions to encourage candidates to provide detailed responses. Avoid yes/no questions.
  • Pay close attention to the candidate’s responses. Active listening demonstrates your interest and allows you to gather valuable information.
  • Record important points during the interview. This will help you remember details and make comparisons between candidates.
  • Keep the interview on schedule and ensure that you cover all planned questions and topics.
  • Use the same questions and evaluation criteria for all candidates to ensure a fair and objective evaluation.
  • Be mindful of unconscious biases. Avoid making assumptions about candidates based on factors unrelated to the job.
Effective interviews are a critical part of the hiring process, and following these tips can help hiring managers make informed and fair hiring decisions. Hiring done? Read about onboarding next: 10 Ways For Re-Onboarding Remote Employees

Conclusion

In the world of recruitment, hiring managers play a pivotal role. They are the gatekeepers of talent, entrusted with identifying the right individuals to drive an organization forward. The process of interviewing candidates, however, can be complex and challenging. That’s where a well-structured hiring manager interview guide comes into play. As we conclude this exploration of the hiring manager interview guide, it’s evident that having a comprehensive and thoughtful approach to interviews is a game-changer. A practical interview guide ensures consistency, fairness, and objectivity throughout the hiring process. It empowers hiring managers to make informed decisions that align with the company’s needs and culture.

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Revamp Your Hiring: 14 Top Recruitment Best Practices for 2023

Revamp Your Hiring: 14 Top Recruitment Best Practices for 2023

Staying ahead of the curve is crucial in the ever-evolving talent acquisition landscape. Recruitment is more than just filling job vacancies; it’s about finding the right talent efficiently and effectively. To excel in this endeavor, you need a well-crafted toolkit of best practices that adapt to the changing needs of the industry. Welcome to our blog on recruitment best practices for 2023. As the competition for top talent intensifies, these 14 recruitment best practices have emerged as the cornerstones of successful recruitment strategies. Each of them is designed to attract the best candidates, streamline the hiring process, and enhance the overall candidate experience. Throughout this blog, we’ll explore each recruitment best practice in-depth, providing explanations, examples, and insights into how they benefit your recruitment team.   Let’s dive into the world of recruitment best practices and unlock the key to building a winning team in 2023.
Table of Contents

What is recruitment? Why is it important? 

Recruitment is identifying, attracting, and selecting qualified individuals to fill job vacancies within an organization. It’s a critical function of human resource management and is pivotal in shaping an organization’s success. Recruitment ensures an organization has the right people with the necessary skills and qualifications to meet its objectives and contribute to its growth.  Reasons why recruitment is important: 1. Talent acquisition and quality workforce: Recruitment is essential for identifying and attracting a pool of candidates with the skills and expertise needed to drive an organization forward. It’s the primary means by which an organization acquires the human capital required to perform tasks, meet goals, and remain competitive in the marketplace. 2. Skill diversity: Recruitment allows organizations to access diverse skills and experiences. By bringing in individuals with different backgrounds and talents, a company can build a well-rounded workforce capable of solving complex problems and adapting to changing market conditions. 3. Innovation and growth: Recruitment drives innovation and growth. New hires can inject fresh ideas, perspectives, and energy into an organization. They can help an organization remain agile, seize opportunities, and stay ahead in a dynamic business environment. 6. Succession planning: Recruitment is critical for succession planning. Organizations need to identify and groom talent from within, and external recruitment can fill gaps when internal talent isn’t readily available. In summary, recruitment is the gateway to building a skilled and motivated workforce that drives an organization’s success. It’s not merely about filling positions; it’s about selecting the right individuals who align with the company’s culture and values, possess the required skills, and have the potential to contribute positively to the organization’s growth and competitiveness. 
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14 Recruitment best practices for 2023

14 recruitment best practices for 2023 are as follows: 1. Employer branding: Building and promoting a positive employer brand helps attract and retain top talent. It’s essential for showcasing your company culture, values, and reputation. It increases the attractiveness of your organization, leading to a higher volume of qualified applicants. Example: Use social media and company website to highlight your work culture, share employee stories, and showcase workplace awards. Tip: Regularly update your online presence, engage with employee reviews, and leverage unique selling points. 2. Data-driven decision-making: Use data and analytics to inform recruitment decisions. This practice allows you to optimize your recruitment strategies based on quantifiable results. Example: Analyze recruitment metrics like time-to-fill, cost-per-hire, and source effectiveness to refine your hiring strategies. Tips: Invest in an applicant tracking system (ATS) for data collection and analysis. Provide training on data interpretation for your team. 3. Diverse sourcing: Seek candidates from various sources to increase diversity in your candidate pool. A diverse workforce can bring a range of perspectives and talents to your team. Example: In addition to job boards, utilize employee referrals, career fairs, and online communities for sourcing candidates. Tip: Develop a diversity and inclusion hiring strategy and actively engage with underrepresented groups. 4. Inclusive job descriptions: Craft job descriptions that appeal to a diverse range of candidates, including those from underrepresented groups. Avoid biased language that may deter qualified applicants. Example: Use gender-neutral and inclusive language in job postings. Tip: Conduct job description audits to identify and remove biased language. Train your team on writing inclusive job descriptions. 5. Candidate relationship management (CRM): Implement a CRM system to build and maintain relationships with candidates, even those who aren’t immediately selected. This helps create a talent pipeline for future needs. Example: Use CRM software to track candidate interactions, follow-up, and communication. Tip: Train your team on CRM software usage and data privacy compliance. Segment your candidate database for personalized communication. 7. Social media recruitment: Leverage social media platforms for recruitment purposes. Social media offers a vast and engaged pool of potential candidates. Expand your reach to passive job seekers, allowing for a wider talent pool. Example: Use LinkedIn, Twitter, and Facebook to post job openings, share company culture, and engage with potential candidates. Tips: Create a social media recruitment strategy, including content sharing and engagement guidelines. Use analytics to measure the effectiveness of your social media efforts. 8. Video interviews: Incorporate video interviews into your hiring process, allowing candidates and hiring teams to connect regardless of location.Reduces scheduling conflicts and interview time, making the process more efficient. It also allows for a global talent search. Example: Use video conferencing tools for initial interviews or pre-recorded video responses to interview questions. Tip: Train your team on best practices in video interviews and use good audio and video quality technology. Ensure a fair and consistent interview process. 9. Employee referral programs: Encourage current employees to refer potential candidates. Employees often refer individuals who align with the company culture and values. It increases the likelihood of finding candidates who fit your company culture and are endorsed by current employees. Example: Establish a referral program that rewards employees for successful referrals.  Tip: Communicate the referral program clearly to employees and provide regular updates on job openings. Ensure that the referral process is straightforward. 10. Skill and behavioral assessments: Use skill and behavioral assessments to evaluate candidates’ qualifications and suitability. It ensures that candidates meet job requirements and have the desired skills and traits, leading to better hires. Example: Administer technical tests, personality assessments, or role-specific exercises. Tip: Choose relevant assessments for each position and standardize the evaluation process. Train your team on assessment administration and interpretation. 11. Candidate experience enhancement: Improve the overall candidate experience to attract and retain top talent. Positive experiences create brand advocates, even among candidates not selected. It also improves the likelihood of future applications. Example: Provide timely feedback, clear communication, and a smooth interview process. Tips: Map the candidate journey, identify pain points, and implement changes to address those issues. Train your team on providing a stellar candidate experience. 12. Automated resume screening: Implement resume screening tools that use artificial intelligence to analyze and rank resumes. Reduces time spent on manual resume screening, streamlines the process, and enhances consistency. Example: Use AI-based software to review and shortlist resumes based on specific criteria. Tips: Fine-tune your screening criteria with hiring managers and regularly update the AI model for improved accuracy. 13. Role-specific job boards: Post job openings on job boards specific to your industry or job role to target relevant candidates. Increases the likelihood of attracting candidates with the right skills and interests. Example: Use platforms like GitHub Jobs for technical roles or Behance for creative positions.  Tips: Research and select job boards that align with your hiring needs. Optimize job listings on these platforms for visibility. 14. Candidate assessments tailored to roles: Develop role-specific assessments for candidates, aligning the evaluation process with the job requirements—more accurate evaluations of a candidate’s capabilities for the specific role and improved hiring decisions. Example: Create unique coding challenges for software engineer candidates or a customer service scenario for support roles.  Tips: Collaborate with hiring managers to define role-specific assessments. Regularly review and update the assessments as job requirements evolve. These 14 recruitment best practices are essential for 2023 and beyond, helping recruitment teams attract, select, and retain the best talent while improving efficiency and diversity. By implementing these practices, organizations can stay competitive and responsive to the ever-evolving job market, leading to more successful hires and a more robust employer brand.

Conclusion

As we conclude our exploration of recruitment best practices, it’s evident that these 14 strategies are the compass that guides your organization to talent acquisition success in 2023 and beyond. In the fast-paced world of recruitment, staying ahead requires adaptability and a commitment to excellence. These best practices provide the roadmap to achieving just that. The ever-changing job market demands a holistic approach to recruitment that goes beyond traditional methods. From embracing the power of employer branding and data-driven decision-making to fostering diversity and enhancing the candidate experience, these practices offer a multifaceted solution to the challenges of modern recruitment.

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Transforming Training with Learning Curation: 5 Effective Strategies

Transforming Training with Learning Curation: 5 Effective Strategies

In today’s fast-paced world, acquiring knowledge and skills has never been more critical. The demand for effective, efficient, and engaging learning experiences is rising in the corporate landscape. This is where learning curation emerges as a game-changer. Imagine having a dedicated guide who selects the most relevant, high-quality resources, arranges them logically, and tailors them to your learning needs. That’s the essence of learning curation. It’s a process that simplifies the learning journey and supercharges it with personalized content, making it an invaluable tool for educators, trainers, and learners alike. In this blog, we’ll delve into learning curation, exploring what it is, why it matters, and how it’s transforming our learning. 
Table of Contents

What is learning curation?

“Learning curation” is a process that involves selecting, organizing, and presenting educational content to create a purposeful and structured learning experience. It goes beyond content curation, focusing on designing a learning journey or curriculum by carefully selecting and arranging learning resources to achieve specific learning objectives. Learning curation creates structured learning programs, courses, and training modules that are coherent, meaningful, and conducive to effective learning. It aims to optimize the learning experience, making it more efficient, engaging, and aligned with specific learning goals. It is precious when a structured and cohesive learning experience is essential for achieving desired educational or training outcomes.

Why is learning curation important?

Learning curation is important for several reasons in the field of learning and development:
  • Optimizing learning experiences: Learning curation enhances the quality of learning experiences by carefully selecting and organizing educational content. It ensures learners access relevant and valuable resources that align with their learning objectives.
  • Efficiency: It streamlines the learning process by presenting content in a structured and logical sequence. This approach saves time for learners and trainers, as they don’t have to sift through abundant information to find what they need.
  • Personalization: It allows for personalized learning experiences. Different learners may have varying needs and preferences, and curation enables the tailoring of content to match these individual requirements.
  • Effective learning pathways: Curation helps create effective learning pathways that guide learners through a series of resources to maximize comprehension and retention. It ensures that learners progress from primary to advanced topics coherently.
  • Alignment with learning objectives: Curation ensures the selected content directly supports the defined learning objectives. This alignment enhances the relevance of the learning experience.
  • Quality assurance: Learning curation helps maintain a certain level of quality and consistency in the learning materials, ensuring that learners receive accurate and reliable information.
Learning curation is especially important in today’s information-rich environment, where educational content can be overwhelming. Guiding learners through a thoughtfully selected and organized set of resources simplifies the learning process and helps learners achieve their goals efficiently and effectively.

What is the process of learning curation in L&D?

Learning curation in Learning and Development (L&D) involves carefully selecting, organizing, and presenting educational content to create a purposeful and structured learning experience.
  • Needs analysis: Identify the specific learning objectives and goals for the program or course. Determine the target audience’s characteristics, including prior knowledge, skills, and preferences.
  • Resource identification: Identify potential learning resources, including articles, videos, online courses, books, expert interviews, simulations, and more. 
  • Evaluation: Evaluate the identified resources based on relevance, accuracy, quality, and alignment with learning objectives. Eliminate or set aside resources that do not meet the criteria.
  • Sequencing and organization: Arrange the selected resources logically and meaningfully. Consider factors such as complexity, topic flow, and a progression from foundational to advanced material. Create a structured curriculum or learning pathway that guides learners through the content.
  • Adaptation and customization: Customize the content to suit the needs and preferences of the target audience. This may involve modifying or supplementing resources, adding contextual information, or providing guidance on how to use the resources effectively.
  • Assessment and evaluation: Integrate assessments, quizzes, or other evaluation forms to measure learner progress and comprehension. Use feedback from assessments to identify areas for improvement or additional support.
  • Technology integration: Leverage learning management systems (LMS), educational platforms, or digital tools to deliver and track the learning journey. Ensure easy access to curated content through these platforms.
  • Distribution and access: Make the curated content accessible to learners through the chosen distribution channels, such as a learning portal, website, or a specific learning platform. Ensure that learners can easily access the content and follow the structured pathway.
  • Monitoring and iteration: Continuously monitor learners’ progress through the curated content. Analyze learner engagement, performance, and feedback data to make necessary adjustments or updates to the curated materials.
The process of learning curation is iterative and responsive, ensuring that the learning materials remain current and aligned with the evolving needs of the learners and the organization’s objectives. 
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Global-only approach vs. Local-only approach

The decision to adopt a global or local-only approach to content curation depends on the specific needs, goals, and context of the organization or learning program. Each approach has its own set of benefits and drawbacks:

Global-only approach:

Benefits:
  • Consistency: A global-only approach ensures that all learners, regardless of location, access the same standardized content. This consistency can be essential for ensuring that important information is universally understood and applied.
  • Efficiency: Curating and maintaining a single set of content is more efficient in terms of resources and time. Updates and improvements can be made once and distributed globally.
  • Cost-effective: It can be cost-effective to produce and maintain a single set of content, especially for large organizations or global companies with a common training framework.
Drawbacks:
  • Limited localization: A global-only approach may not account for local cultural nuances, language preferences, or specific regulatory requirements. This can result in less relevant content to learners in certain regions.
  • Lack of adaptability: Content that is too standardized may not be flexible enough to address the diverse needs of learners across different locations and contexts.

Local-only approach:

Benefits:
  • Cultural relevance: A local-only approach allows content customization to better align with local cultures, languages, and preferences. This can lead to more engaging and relatable learning experiences.
  • Regulatory compliance: It enables content to be adapted to meet specific regulatory or legal requirements in different regions, ensuring that training is fully compliant.
  • Higher engagement: Learners may be more engaged when content is tailored to their local context, increasing training effectiveness.
Drawbacks:
  • Resource intensive: Creating and maintaining multiple content sets for various locations can require additional time and costs.
  • Complex management: Managing localized content may require more complex content management systems and workflows.
In many cases, a blended approach may be most effective, combining global and local content curation elements. This approach allows organizations to maintain consistency in core content while offering flexibility for localization when needed. The choice between a global-only or local-only system should be guided by the specific requirements of the organization, its learners, and the nature of the content being curated.

5 Strategies for valuable learning curation

Effective learning curation requires careful planning and execution to ensure that the curated content is valuable to learners. 
  1. Clear learning objectives: Begin by defining clear and specific learning objectives. Understand what learners should know or be able to do by the end of the learning experience. The curation process should align with these objectives.
  2. Audience Understanding: Know your audience’s characteristics, including prior knowledge, learning styles, and preferences. Tailor the curated content to match the needs of the audience.
  3. Resource selection criteria: Establish selection criteria for learning resources. Consider relevance, accuracy, quality, and alignment with learning objectives. Avoid overwhelming learners with too many resources.
  4. Diversity of resources: Include various resource types to accommodate different learning styles. This can include articles, videos, interactive exercises, simulations, webinars, and expert interviews.
  5. Support and facilitation: Provide support, guidance, or facilitation as needed, such as through instructors or mentors—address learner questions or concerns related to the curated content.
By implementing these strategies, learning curation can provide valuable, engaging, and effective learning experiences that meet learners’ specific goals and needs.

Conclusion

As we wrap up our blog on learning curation, it’s clear that this approach to education and training can revolutionize how we learn and teach. The journey through the world of learning curation has revealed its power to enhance the learning experience in various contexts, from classrooms to corporate training rooms. Learning curation isn’t just about collecting resources; it’s about shaping personalized learning journeys that are efficient, engaging, and tailored to individual needs. It’s a dynamic process that thrives on adaptability, feedback, and a commitment to continuous improvement.

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Breaking the Mold: Navneet’s Transition from Commanding to Collaborative Management

Breaking the Mold: Navneet’s Transition from Commanding to Collaborative Management

Navneet views life as a vast canvas, ready to be adorned with vibrant experiences. His zest for living life to the fullest, both personally and professionally, paints each day with a new hue. He is a relentless explorer with an insatiable curiosity about human behavior and psyche; Navneet approaches every human interaction and situation with an eagerness to learn and explore. In his current role as an Engineering Manager at Culturro, Navneet’s career trajectory mirrors his dynamic and adaptable nature. He embarked on his professional journey as a technical engineer, fully immersing himself in programming, coding, and designing. However, the path to his current role was far from linear. Navneet encountered career detours and diverse experiences, each contributing to his growth and development. These experiences have shaped him into the manager he is today. Navneet remains committed to continuous learning and embracing change as he navigates his managerial journey in a rapidly changing work environment. 

Overcoming Reluctance: The Role of Guiding Leadership

I had initially envisioned myself mostly as an individual contributor. -Navneet
Before joining as a full-time employee, Navneet had already worked with Culturro as a freelancer and had immensely contributed to the technical projects. Initially, Navneet viewed himself as an individual contributor upon joining the team. But he soon realized that Ashish (Co-founder of Culturro) had a different vision for him upon entering the team.  
I was a little reluctant to get into a managerial position. -Navneet
When Navneet was presented with the opportunity to lead the technical team, it marked a significant turning point in his career. Managing a technical team was an entirely uncharted territory for him. Uncertainty clouded his mind, and he questioned his ability to fulfill the responsibilities of a managerial role successfully. Despite his initial reservations, Navneet recognized the alignment between his experience, capabilities, and the company’s needs. He understood his skill set and expertise uniquely positioned him to contribute significantly to the managerial position. Even though he acknowledged the potential benefits, yet he remained unsure about his capacity to execute the role effectively. As a new manager, managing a technical team presented a distinctive set of challenges, introducing uncertainties and variables beyond his previous experience.
My experience with my previous managers was not pleasant. -Navneet
Navneet’s reservations were deeply influenced by his past encounters with managers, significantly shaping his reluctance. He had interacted with managers who appeared out of touch with the actual intricacies of tasks, imposing inflexible timelines and methodologies without a genuine understanding of the work’s nuances. Having directly experienced the effects of such strict and inconsiderate managerial styles left a sour impression regarding managerial roles.  Navneet’s reluctance to take on the managerial position was a blend of uncertainty about his abilities and reservations rooted in his past experiences. But with his present manager’s guidance and support, Navneet embarked on this managerial journey. 

A Limited Perspective: Influence of Surrounding Management Styles

My communication style with the team was not effective. I would give out orders to team members with the exact way the task had to be done. -Navneet
Navneet’s initial stint in a managerial role was as a scuba diving center manager, an entirely different domain where he managed a team of dive instructors and masters. He acknowledges that his performance as a manager during that period was poor. Looking back, he recognizes that he followed an autocratic management style and was strict with team members. This approach left little room for meaningful discussions or exploring alternative perspectives. Even when team members attempted to initiate conversations or propose new ideas, Navneet’s receptivity to such input was limited. The repercussions of this approach were evident to Navneet. He saw general discontent spread through the team, leading to an unfavorable work atmosphere. 
This was the only style of management I saw followed around me, and I thought it was the only way to do it. -Navneet
Navneet’s introspection reveals that his managerial style at the time was heavily influenced by what he had observed from previous managers. His approach was a mirror of the only management style he had encountered. Unconsciously, he perpetuated this pattern, even though he recognized its shortcomings. In retrospect, Navneet identifies the lack of knowledge about alternative management approaches contributing to his adherence to this style. He acknowledges that different circumstances call for different approaches and that adopting a more open, inclusive style could lead to a more productive and enjoyable work environment. This realization is a testament to his growth as a manager, emphasizing the importance of continuous learning and adaptation.

Learning from Experience: A Profound Shift

Navneet reflects on his evolution as a manager and the transformation in his managerial style. His initial experience as a manager left him realizing that he needed to make changes but lacked guidance on how to do so effectively. Upon joining Culturro, his perspective shifted profoundly as Navneet observed a different management style that achieved productivity without compromising team satisfaction. Ashish played a pivotal role during this transformation by providing initial guidance and support. Feedback from team members and colleagues helped him identify areas for improvement. 
The masterclass gave me the right tools to get into the managerial role. -Navneet
The masterclass designed for managers by Risely truly enlightened him as a manager. This experience gave him valuable insights and a new perspective on the essential elements of effective management. Navneet found that while managing people isn’t rocket science, it requires a different skill set from technical expertise. Soft skills, intuition, and a nuanced understanding of human dynamics take center stage while managing people. The masterclass equipped him with the tools and insights needed to excel in his managerial role, offering a fresh approach aligned with his growth journey.

Slipping into old habits: A Shift from Blame to Understanding

I have consciously tried not to play the blame game and understand the team members’ problem. -Navneet
Navneet acknowledges the challenge of slipping back into old management habits, particularly when facing delays or challenges. He recognizes that it’s natural to revert to familiar patterns, such as pushing for tasks to be completed quickly. However, to tackle the situations better, he intentionally avoids using phrases like “get it done” without a context. Instead, he takes a careful approach, seeking to understand the underlying issues causing delays. This might involve addressing unresolved issues or exploring the reasons behind a team member’s decreased efficiency.
Being strict is being unreasonable; being assertive means trying to get everyone on the same page and getting everyone to understand the importance of their task. -Navneet
In such cases, he emphasizes the need to be assertive while maintaining a calm demeanor. To address this challenge, Navneet believes in effective communication. He emphasizes the importance of clearly explaining why a task needs to be completed and the significance of the deadline. By conveying the reasons behind the plan, he encourages team members to align their efforts with the broader objectives.

Identifying and Rectifying Communication Breakdowns

One of the most significant lessons Navneet learned as a manager is the importance of effective communication. 
Communication is not just limited to delivering your message to the team; it also has other important aspects.  Navneet
He believes that communication extends beyond simply conveying messages to the team; it encompasses aspects like managing internal team communication, ensuring every team member has all the information needed, and fostering an environment where team members can freely express their ideas and concerns.
I failed in effectively communicating my expectations from the development team. -Navneet
Navneet shared a specific instance where a communication breakdown led to a major setback. While developing a feature for the product, miscommunication with the team resulted in delays and a lack of progress. Recognizing the issue through open communication within the team, Navneet understood the need to enhance his communication methods. To become a more effective communicator, Navneet took proactive steps. He emphasizes the importance of seeking input from his team, avoiding one-sided decisions, and soliciting feedback to ensure team camaraderie. Navneet also believes in addressing team concerns and challenges by actively engaging with team members and understanding their problem areas.

Navneet’s Holistic Approach to Successful Management

Don’t look at people as resources; always see and try to understand where they are coming from. -Navneet
Navneet’s words of wisdom for aspiring managers emphasize a human-centric approach. He believes everyone possesses positive and negative aspects, and it’s vital to consider the complete picture instead of categorizing people into predefined boxes of “effective employees” or “ineffective employees.” Navneet stresses that it is the manager’s responsibility to recognize and leverage the employees’ strengths. He suggests that when things aren’t going as planned, it’s not the team’s fault but the manager’s approach that may need adjustment. Managers are pivotal in harnessing their team’s potential and guiding them toward success.
Try to be aware of how you speak with your team members. -Navneet
Another crucial piece of advice is that managers should be mindful of their communication style. Navneet urges budding managers to be mindful of how they communicate with team members and how their words and interactions are perceived. Managers can foster a healthier and more productive work environment by being attuned to their team’s feelings and reactions. In his view, successful management goes beyond technical skills; it involves a deep understanding of human dynamics, empathy, and adaptability. By embracing these principles, aspiring managers can navigate the complex world of leadership with greater effectiveness and impact.

How Risely helps managers achieve their true potential? 

Navneet has developed his leadership style and perspective through years of experience. His journey to find the right leadership style to lead his team is commendable. However, it’s essential to recognize that not all managers have the same time, resources, and opportunities to perfect their leadership style. Every manager is unique in their leadership style and challenges. That’s where Risely comes in. Risely offers a platform for managers to seek the guidance and support they need to navigate their leadership journey. It provides tailored steps and insights to help managers refine their approach and achieve their true potential. Here’s how Risely solves challenges for many Co-Founders and Managers like Navneet:
  • Identify your challenges: The journey begins when a manager starts by defining their challenges. From 30+ challenges, managers and team leaders can identify the issues hurting their team.
  • Test your skills: In the second step, skills and qualities are tested, such as expectation setting and prioritization skills, to see how well managers have achieved these critical functions. Based on these assessments,  they learn about their  skills and abilities with detailed reports.
  • Start growing: With time, managers can start making progress with the help of daily nudges provided by Risely. It dynamically supports the manager’s  progress through resources like toolkits, samples, and assessments.
Risely, the AI co-pilot for leadership development, makes the road easy for up-and-coming managers and team leaders. While you are navigating the new ways of a managerial role, Risely takes the lead on your growth and creates personalized learning journeys leading toward your professional goals. In a busy world, it’s the buddy you need to succeed! 

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7 Top Skills Every Hiring Manager Should Possess

7 Top Skills Every Hiring Manager Should Possess

In the dynamic landscape of human resources, a pivotal role often stands at the crossroads of an organization’s success—the Hiring Manager. These individuals are the architects of talent acquisition, responsible for identifying, evaluating, and selecting the individuals who drive an organization’s growth and innovation. In this blog, we’ll embark on a journey to explore the multifaceted role of Hiring Managers. We’ll delve into their responsibilities, challenges, and the skills that set them apart. Join us as we uncover the art and science of talent acquisition and discover why Hiring Managers are integral to the fabric of any thriving organization. 
Table of Contents

What is a Hiring Manager?

A Hiring Manager is an individual within an organization who is responsible for the process of recruiting and selecting new employees. Their primary role is to identify staffing needs, define job requirements, and oversee the recruitment process to find and hire qualified candidates for various positions within the company.

Roles and Responsibilities of a Hiring Manager

  • Identifying staffing needs: The hiring manager assesses the workforce requirements of their department or team and determines the need for additional employees or replacements due to turnover.
  • Job description development: They create or update job descriptions outlining the responsibilities, qualifications, and skills required for each open position.
  • Recruitment planning: Developing a recruitment strategy, including sourcing methods, job advertising, and candidate evaluation criteria.
  • Candidate sourcing: Actively seeking and attracting potential candidates through various channels, such as job postings, employee referrals, social media, and networking.
  • Resume screening: Reviewing resumes and applications to identify candidates who meet the job requirements.
  • Interviewing: Conducting interviews to assess candidates’ qualifications, skills, experience, and cultural fit within the organization.
  • Candidate assessment: Administering skills tests, reviews, or other evaluation methods to further evaluate candidates’ suitability for the role.
  • Reference checks: Contact references candidates provide to verify their employment history and qualifications.
  • Selection and Offer: Collaborating with other team members and departments to make final hiring decisions and extending job offers to selected candidates.
  • Onboarding: Overseeing the onboarding process for new hires, which includes orientation, training, and paperwork completion.
  • Talent pipeline development: Building and maintaining relationships with potential candidates for future hiring needs, creating a talent pool.
Hiring Managers are critical to the success of an organization, as they are responsible for bringing in the talent necessary to achieve business objectives. 

Hiring Manager vs. Recruiter

Hiring Manager and Recruiter are two distinct roles within an organization’s hiring process, each with its own set of responsibilities and focus. Here are the key differences between a Hiring Manager and a Recruiter:

Role and Responsibilities

  • Hiring Manager: A department head or team leader is typically responsible for identifying staffing needs within their department or team. They define job requirements, make final hiring decisions, and oversee the integration of new hires into their team. They focus on finding the right candidate to fill specific roles within their department or team.
  • Recruiter: A Recruiter is a dedicated HR professional or a specialist whose primary responsibility is to source, screen, and engage candidates for various open positions within the organization. Recruiters work across different departments and teams to identify and attract potential candidates who match the organization’s requirements.

Decision-making authority

  • Hiring Manager: They have the ultimate decision-making authority when selecting candidates. They make the final hiring decisions and determine which candidates best fit their department’s or team’s needs.
  • Recruiter: Recruiters do not have the final say in hiring decisions. While they play a critical role in identifying and assessing candidates, the ultimate decision rests with the Hiring Manager. Recruiters present candidates to Hiring Managers for their consideration.

Job description and requirements

  • Hiring Manager: They are responsible for creating or updating job descriptions and specifying the qualifications, skills, and experience needed for the positions they are hiring for.
  • Recruiter: Recruiters work closely with Hiring Managers to understand their requirements and create job postings based on the Hiring Manager’s specifications.

Candidate engagement

  • Hiring Manager: While managers may participate in interviews and interact with candidates, their primary focus is evaluating candidates’ fit within their department or team. They are less involved in the initial stages of candidate engagement.
  • Recruiter: Recruiters are responsible for engaging candidates throughout the entire recruitment process. They actively source candidates, conduct initial screenings, schedule interviews, and communicate with candidates.

Focus and expertise

  • Hiring Manager: They are subject matter experts in their respective departments or teams. They have in-depth knowledge of the roles they are hiring for and understand the required skills and qualifications.
  • Recruiter: They specialize in talent acquisition and are skilled in sourcing, screening, and assessing candidates across various roles and departments. They may not have the same level of expertise in specific job functions as Hiring Managers.
Hiring Managers and Recruiters have complementary roles in the hiring process. Hiring Managers focus on defining job requirements, making final hiring decisions, and managing the performance of their teams, while Recruiters specialize in candidate sourcing, screening, and engagement. Effective collaboration between both is crucial for successful talent acquisition within an organization.
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7 Skills needed to become a Hiring Manager 

Becoming a successful Hiring Manager requires diverse skills to identify, select, and onboard qualified candidates effectively. Here are the essential skills needed to excel in this role:
  • Communication skills: Clear and effective communication is crucial for conveying job requirements, providing feedback to candidates, and collaborating with team members. For example, Conducting structured interviews, clearly articulating job expectations, and providing timely and constructive feedback to candidates.
  • Interpersonal skills: Building rapport with candidates, colleagues, and team members is essential for establishing trust and fostering positive relationships. For example, Developing a connection with candidates during interviews, collaborating with colleagues to define job requirements, and maintaining good working relationships with team members.
  • Decision-making skills: Making informed and timely hiring decisions based on a candidate’s qualifications, skills, and fit with the organization. For example, analyze candidate resumes, interview responses, and assessments to make data-driven hiring decisions and select the most suitable candidate for a role.
  • Problem-solving skills: Identifying and addressing challenges and obstacles in the hiring process, such as sourcing difficulties or candidate objections. For example, Developing creative solutions to attract hard-to-find candidates, addressing complaints or concerns raised by candidates, and adapting the recruitment strategy as needed.
  • Time management: Efficiently managing time to balance multiple job openings, interviews, and administrative tasks. For example, Creating and adhering to interview schedules, prioritizing tasks based on urgency, and maintaining a structured approach to recruitment timelines.
  • Negotiation skills: Negotiating employment terms, offers, and salary packages with candidates. For example, Effectively negotiating offer details, such as salary, benefits, and start dates, to reach mutually beneficial agreements with candidates.
  • Emotional intelligence: Recognizing and understanding candidates’ emotions, perspectives, and concerns during the hiring process. For example, Demonstrating empathy and active listening during candidate interactions, addressing candidate concerns with sensitivity, and ensuring a positive candidate experience.
Developing and honing these skills will enable a Hiring Manager to excel in recruiting and selecting top talent, contributing to the organization’s success in building a skilled and motivated workforce.

Best practices to develop the skills needed by Hiring Manager

Developing the skills needed by a Hiring Manager is an ongoing process involving formal training, practical experience, and continuous learning. Some best practices to help you develop and refine the skills required for success in this role:
  • Education and training: Consider pursuing formal education in human resources, organizational psychology, or a related field. This can provide a strong foundation in HR principles and practices. Attend workshops, seminars, and conferences focused on HR and talent acquisition to stay updated on industry trends and best practices.
  • On-the-job experience: Gain hands-on experience in HR and recruitment by starting with entry-level HR roles or recruitment coordinator positions. Seek opportunities to participate in recruitment activities, such as resume screening, interviewing, and candidate assessment, to build practical skills.
  • Mentorship and networking: Seek mentorship from experienced HR professionals who can provide guidance, share insights, and help you navigate challenges—network with peers in the HR and recruitment field to exchange knowledge, ideas, and best practices.
  • Skill-specific training: Identify specific skills you want to develop, such as interview techniques, negotiation skills, or data analysis, and seek targeted training or workshops in those areas.
  • Leadership development: Attend leadership development programs to enhance your leadership and management skills, as Hiring Managers often lead recruitment teams.
  • Utilize technology: Embrace HR software and recruitment tools to streamline processes, analyze data, and improve efficiency in hiring practices.
Remember that skills development is an ongoing journey, and remaining open to new ideas and approaches is essential. Continuously seeking opportunities for growth and learning will help you become a highly effective Hiring Manager.

Conclusion

As we conclude our blog on Hiring Managers, it becomes evident that they are the unsung heroes of an organization’s success. They are the architects of talent acquisition, the guardians of culture, and the growth catalysts. In their hands lies the power to shape the organization’s future by selecting the individuals who will drive it forward. Hiring Managers are more than just interviewers; they are strategists who align recruitment efforts with the company’s vision and leaders who inspire and guide their teams to excellence. They possess a unique blend of skills, from communication and empathy to data analysis and decision-making, making them indispensable assets in human resources.

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Unlocking Success: The Power of a Hiring Manager Satisfaction Survey

Unlocking Success: The Power of a Hiring Manager Satisfaction Survey

In the intricate world of talent acquisition, where the quest for the perfect candidate meets the complexities of organizational needs, one crucial element often stands at the intersection—the Hiring Manager. These individuals are the architects of recruitment, entrusted with choosing the talent to shape an organization’s future. Their satisfaction with the recruitment process can make all the difference in building a high-performing team. In this blog, we will discuss Hiring Manager Satisfaction Surveys. We’ll delve into the significance of these surveys, the questions they ask, and the valuable insights they provide. Whether you’re an HR professional seeking to optimize your recruitment process, a hiring manager looking to voice your experiences, or simply curious about the art and science of talent acquisition, this blog promises a deeper understanding of the tools that shape the workforce of the future. 
Table of Contents

What is a Hiring manager satisfaction survey?

A Hiring manager satisfaction survey is a feedback mechanism organizations use to gather input and insights from hiring managers regarding their experiences and satisfaction with the recruitment and selection process. This survey is designed to assess various aspects of the hiring process, identify areas for improvement, and gauge the effectiveness of the HR or recruitment team in supporting hiring managers.

Why is a hiring manager satisfaction survey important?

A Hiring Manager Satisfaction Survey is important for several reasons:
  • Improving recruitment processes: The survey helps identify areas of the recruitment process that may need improvement. Feedback from hiring managers can pinpoint bottlenecks, inefficiencies, and pain points in the hiring process, allowing HR and recruitment teams to streamline processes for better results.
  • Enhancing communication and collaboration: It promotes better communication and collaboration between HR or recruitment teams and hiring managers. Understanding the preferences and expectations of hiring managers helps build stronger working relationships, leading to smoother recruitment processes.
  • Tailoring services: By collecting feedback on specific needs and preferences, HR and recruitment teams can tailor their services to better align with the requirements of hiring managers. This customization can lead to a more efficient and effective recruitment process.
  • Candidate experience: A positive candidate experience is essential for attracting top talent. Hiring managers’ feedback on the candidate experience can improve professionalism, communication, and overall candidate satisfaction.
  • Retention and engagement: A well-designed hiring process that meets the satisfaction of hiring managers can result in better employee retention and engagement. When hiring managers are satisfied with their candidates, it can positively impact team dynamics and productivity.
  • Continuous improvement: Regularly conducting satisfaction surveys creates a culture of continuous improvement within the organization. It encourages HR and recruitment teams to listen to feedback, make necessary adjustments, and strive for excellence in talent acquisition.
In summary, a Hiring Manager Satisfaction Survey is valuable for organizations looking to optimize their recruitment processes, improve collaboration, and enhance overall talent acquisition outcomes.

What does a hiring manager satisfaction survey measure?

A Hiring Manager Satisfaction Survey measures various aspects of the recruitment and selection process from the perspective of hiring managers. The specific areas and metrics that such a survey typically measures include:
  • Recruitment process effectiveness
    • Clarity of Job Requirements
    • Recruitment Efficiency
    • Quality of Candidates
  • Communication and Collaboration
    • Communication effectiveness: How well does communication between hiring managers and HR/recruitment teams work?
    • Collaboration: To what extent do HR/recruitment teams collaborate with hiring managers throughout the hiring process?
  • Timeliness:
    • Time-to-Fill: Does the recruitment process meet hiring managers’ timeline expectations?
    • Responsiveness: How quickly do HR/recruitment teams respond to requests and inquiries from hiring managers?
  • Support and Resources
    • Resources provided: Are hiring managers provided with the necessary tools, resources, and support to make informed hiring decisions?
    • Training and development: Are hiring managers offered training or resources to enhance their recruitment skills?
  • Feedback and Improvement suggestions
    • Opportunity for feedback: Are hiring managers allowed to provide feedback on the recruitment process?
    • Suggestions for improvement: What specific suggestions do hiring managers have for improving the recruitment process?
  • Overall satisfaction: On a scale, how satisfied are hiring managers with the entire recruitment and selection process?
A Hiring manager satisfaction survey aims to gather comprehensive feedback on these and other relevant aspects of the recruitment process to assess overall satisfaction and identify areas for enhancement. This feedback helps organizations make data-driven improvements to their talent acquisition practices.
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How is the hiring manager satisfaction measured?

Hiring Manager Satisfaction is typically measured through a structured survey or questionnaire designed to gather hiring managers’ feedback regarding their experiences with the recruitment and selection process. Here’s an overview of how the measurement process works:
  • Designing the survey: HR or the organization’s talent acquisition team designs a survey or questionnaire on various aspects of the hiring process. Questions are typically structured with response options, such as multiple-choice and Likert scales for detailed feedback.
  • Distribution: The survey is distributed to hiring managers who have recently participated in recruiting and selecting candidates. This can be done electronically through email, survey platforms, or intranet systems.
  • Anonymity and confidentiality: To encourage honest feedback, respondents are assured of the anonymity and confidentiality of their responses. This allows hiring managers to share their candid opinions without fear of reprisal.
  • Data collection: Responses from hiring managers are collected and recorded electronically or manually, depending on the survey administration method.
  • Analysis: Survey responses are analyzed to generate quantitative data. This includes calculating each survey question’s averages, percentages, and other relevant metrics.
  • Report generation: A comprehensive report is generated based on the analysis of survey responses. This report highlights key findings, trends, and areas for improvement.
  • Action planning: HR or talent acquisition teams review the survey results and collaborate with hiring managers to develop action plans for addressing identified issues or areas needing improvement.
  • Feedback and communication: HR communicates the survey findings and action plans to hiring managers, demonstrating that their feedback has been taken seriously and used to drive positive change.
By following this process, organizations can effectively measure hiring manager satisfaction, identify opportunities for improvement, and create a more efficient and collaborative recruitment process that aligns with the needs and expectations of hiring managers.

How can the satisfaction of hiring managers be improved?

Improving the satisfaction of hiring managers is essential for creating a more effective and efficient recruitment process. Several strategies and actions that organizations can take to enhance the satisfaction of hiring managers:
  • Clear job requirements: Ensure job descriptions and conditions accurately reflect the position’s needs.
  • Frequent updates: Provide regular updates on job postings, candidate progress, and overall recruitment timelines.
  • Two-way communication: Foster open and transparent communication channels, allowing hiring managers to express their expectations, concerns, and preferences.
  • Collaborative decision-making: Collaborate with hiring managers in the candidate evaluation and selection process, ensuring alignment with team needs.
  • Feedback loop: Establish a feedback loop where hiring managers can provide input on candidates and the recruitment process.
  • Automation: Leverage technology and automation tools to simplify administrative tasks and speed up candidate sourcing and assessment.
  • Training programs: Offer training and resources to hiring managers on recruitment best practices, interview techniques, and relevant HR tools.
Improving hiring manager satisfaction requires a concerted effort to align recruitment practices with their expectations, provide support and resources, and continuously refine processes based on feedback. 

Conclusion

In the complicated recruitment and talent acquisition world, Hiring Manager Satisfaction Surveys emerge as a guiding light. This compass helps organizations navigate the complexities of hiring the right talent. As we conclude our exploration into these surveys, it becomes increasingly clear that they are not just tools but catalysts for change, champions of collaboration, and champions of excellence. Hiring Manager Satisfaction Surveys empower organizations to understand the nuanced needs and expectations of those at the frontline of recruitment. They serve as a bridge between HR and hiring managers, fostering transparent communication and forging stronger partnerships. By listening to the voices of hiring managers, organizations can identify areas for improvement, enhance recruitment processes, and ultimately achieve better hiring outcomes.

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Leader Competence: The Cornerstone of Effective Leadership Development

Leader Competence: The Cornerstone of Effective Leadership Development Imagine you’re leading a talented team, but somehow, projects are stalling, and motivation seems slipping. You see the potential in your people,…
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Confused by L&D Metrics? Here’s How to Focus on What Matters

Confused by L&D Metrics? Here’s How to Focus on What Matters You’ve undoubtedly witnessed companies celebrating a record number of employees completing leadership training programs. Champagne toasts erupt, press releases…
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Is Executive Coaching Cost Worth the Investment? Exploring Options for Leaders

Is Executive Coaching Cost Worth the Investment? Exploring Options for Leaders In today’s dynamic business landscape, effective leadership is no longer a privilege; it’s a necessity. This has fueled the…
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Leading Beyond Lines: Dhun Chhokar’s Journey from Design to Management

Leading Beyond Lines: Dhun Chhokar’s Journey from Design to Management Remember the time when you were jittery and nervous about your career and were seeking advice from everyone? We’ve all…
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