HR learning: 31 Oct, 2017

1.

How to make time for learning in your organization

Investing in employees learning and development is amongst the best ways to aid career growth, high engagement levels and retention 

Technical, functional and behavioral capability building helps keep an organization relevant in an increasingly disruptive marketplace. Apart from increasing productivity, training is also an indispensable talent magnet; it helps enhance the employee value proposition to attract, engage and retain top talent. This is because training increases employee loyalty, leading to better engagement and is a great career progression tool. 

Building a culture of learning is critical to engage in continuous learning. Bhanu Patnaik, Vice President - Talent Management at Happiest Minds notes that one of the ways the company ensures a learning culture is by finding the right balance between online and classroom courses. Further the company also employs internal employees to impart knowledge to create a learning culture.

2.

The Learning curve: Humor is more than ROFL and LOL

It leads to better coordination and connection and makes the cubicles more fun to work. Indeed, quality of life is a strong indicator of performance affecting the overall well-being of the employees.

How can we even ignore an important element of social dynamics of the organizations we work at?  Humor, often seen as positive deliberations is majorly perceived as invoking positive emotions. It is one of the fine-tuned keys to influence and getting work done. Although it cannot be ignored that decoding humor completely depends on interpretation by receiver.

Meyer (2000) quotes humor is a double edged sword, it can both be a unifier or a divider which may delineate social boundaries. There has been a considerable amount of research done on humor as a mode of communication. 

3.

How to craft a stable identity in the modern workplace.

In a professional world that allows you to and demands of you to reinvent yourself every few years, to be able to craft a homogenous professional identity is an opportunity and simultaneously a daunting necessity.

The question of who we’re meant to be in a professional environment, or because of it, has hurled an entire generation searching for alternate careers and skipping firms. Perhaps the most obvious paradox of the modern workplace is that it fails to offer a structure for the modern worker to navigate up to a successful end. The problem an average worker faces today is not of navigation, but that of discovery and creation. 

You can see the need for control in one’s career translate into a need for empowerment in one’s job, and the search for a coherent identity manifest itself as a search for meaning and purpose. While the firm’s response to the surface level anxiety lies in the emergence of an over 40$ billion wellness industry, the deeper problem is less simple.