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Little More to Workland gives a fresh take on the corporate rollercoasters through the lens of Human Resources. From everyday moments to little deeper insights, lets explore all that there is in the world of a workplace, a Little More, everyday.

Little More..to Workland

Asian student surf internet for job hunting. Freelancer blog writer typing isolated on a minimal clean blue desk concept, workspace, copy space, flat lay, top view, mock up

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Chess King: A Towering Symbol of Leadership

HR Function has been exposed to free critics and constant scrutiny experts for decades now. Some of the many myths had just begun to burst and we got introduced to a new sub-function of HR, “Talent Management” (TM). Now what the heck is that, where did it come from, and the most important of all - WHYAs introduced in the piece: “<a data-mce-href="https://little-more-to-work-land.com/blog/employee-engagement--beyond-the-buzzword" href="https://little-more-to-work-land.com/blog/employee-engagement--beyond-the-buzzword" target="_blank" rel="noopener">Employee Engagement: Beyond the Buzzword</a>”, TM embraced many aspects of employee engagement under its wings. With that, we are going to talk about what else is sharing the space under the umbrella of Talent Management.To begin with, let me reconcile the word used for TM as “new”. It may sound new to many as it is not one of the “famous” things HR is known for. It might as well be just another buzzword for some. But the change in the role of HR &nbsp;has always reflected how the role of employees has evolved in organizations. TM found its roots in that story.What began in the pre-1970s as simple personnel administration soon shifted after the 70s to recognizing employees as vital assets in a competitive global market; and by 1997, McKinsey’s influential report ‘The War for Talent’ placed ‘talent’ at the center of business priorities, paving the way for Talent Management to emerge as a distinct function in the early 2000s.It was carved out as a specialized HR vertical, investing in career frameworks, High Potential (HiPo) programs, Employee Experience and Leadership Development. In fact, it borrows the strategic elements from the other HR verticals and integrates them in a cohesive framework, bridging the gap between business priorities and talent capabilities.Here’s what it typically entails across companies globally: 1. Workforce &amp; Succession Planning<ul><li>&nbsp;Identify future talent needs based on business strategy.</li><li>&nbsp;Succession planning for critical roles by creating talent pipelines.</li><li>Talent mapping for key skills and leadership positions.</li><li>&nbsp;Conducting talent review discussions with senior management.</li></ul>2. Talent Acquisition Collaboration<ul><li>&nbsp;Partner with Recruitment to ensure hires align with long-term talent strategy, not just short-term vacancies.</li><li>Influence sourcing for high-potential or niche skills.</li><li>Use data to predict skill gaps, hiring needs, and potential re-hires.</li></ul>3. Learning &amp; Development <ul><li>Creating career journeys in alignment with L&amp;OD.</li><li>Equipping employees with skills for growth and future readiness.</li></ul>&nbsp;4. Employee Engagement &amp; Experience (<a data-mce-href="https://little-more-to-work-land.com/blog/employee-engagement--beyond-the-buzzword" href="https://little-more-to-work-land.com/blog/employee-engagement--beyond-the-buzzword" target="_blank" rel="noopener" data-mce-selected="inline-boundary">click for a little more insight on this</a>)<ul><li>Driving culture, belonging, and motivation.</li><li>Ensuring employees feel valued and connected. </li></ul> &nbsp;5. Career Pathing &amp; Internal Mobility<ul><li>Enabling employees to move laterally or vertically.</li><li>Encouraging cross-functional exposure. </li></ul>&nbsp;6. Recognition &amp; Retention<ul><li>&nbsp;Designing reward frameworks beyond compensation.</li><li>&nbsp;Creating channels/platforms for recognitions with both, horizontal &amp; vertical reach. </li></ul> &nbsp;7. Diversity, Equity &amp; Inclusion (DEI)<ul><li>Integrating DEI principles into talent practices.</li><li>Ensuring fair opportunities and representation in all TM interventions</li></ul>&nbsp;8. Talent Analytics<ul><li>Using data to predict skill gaps, flight risks, and succession readiness.</li><li>Building dashboards to guide talent decisions.</li></ul>So, how is TM different?<ul><li>While overall HR has a wide arena with policies, payroll, compliance, employee relations, etc., TM is strategic and future-focused.</li><li>TM ensures business sustainability by building a workforce that adapts, grows, and leads change.</li><li>It acts as the bridge between people strategy and business strategy. </li></ul><blockquote>In short, Talent Management is like the "strategic HR brain". Thinking not just about hiring today, but ensuring the workforce is ready, motivated, and skilled for tomorrow’s challenges.</blockquote>

Talent Management: From Personnel to Potential

RECRUITMENT - image with words associated with the topic RECRUITING, word, image, illustration

The first thing you’d ask from a recruiter who calls you is a “Job Description.” Unfortunately, there are some Organisations that give little to no importance to it.&nbsp;Sometimes it is a copy-paste from another company’s JD or a previous JD. Which is fine, but only if tweaked to suit the current scenario and framed with the company’s tone and branding.Why most HR recruiters resort to a quick solutions to this is because time is an extremely important resource to them. After all it’s their KPI. But I cannot stress this enough, “Take more time in getting the right fit rather than trying to fit them in later”. Creating a perfect JD (if there’s anything like that), doesn’t guarantee the perfect match (again, if there’s anything like that..). However, there’s a reason why some HR professionals of large Companies are utilising their creative skills in making impactful JDs.&nbsp; Frankly, JDs used to be daunting to make as well as boring to read because they were: predictable and painfully vague. For example:&nbsp;“Good communication skills.” “Should be a team player.” “Knowledge of MS Office.”&nbsp;If your JDs still give this feel, please read on carefully.In today’s AI-first, skill-fluid, and hybrid-working world, the old JD needed a glow-up.&nbsp;Let’s decode what’s really new with Job Descriptions today.How fresh &amp; impactful Job Descriptions look:Job Descriptions still need to have these basic “must-haves”:- About Co. (In short - Let the URL to careers page of the company website handle the details) - Candidate Profile (The required Educational &amp; Experience Qualifications clearly specified for the candidates)&nbsp; - Job Profile / Roles &amp; Responsibilities (Key responsibilities of the position) - Additional Benefits (like Mediclaim, Travel allowance, bonus, ESOPS, etc.)Now comes the part that stands you out!&nbsp;&nbsp; 1. Don’t dodge the bullets:No JD in the world should be long paragraphs and essays. The text should be scannable. So it is a no-brainer to have your JDs formed into bullet points. Here’s a new idea - Create “Modular Blocks” that you can use to customise your JDs as you plug-&amp;-play it for different roles. (Ref. to the point below)2. Modular Blocks:&nbsp;Design your JDs like Lego sets. Create modular JD templates of your own, containing:a. Responsibilities Block (task-driven vs. outcome-driven).JD focus has shifted from listing activities to measurable outcomes. Example: “Drive at least 20% improvement in customer retention” vs. “Manage customer relationships.”b. Skills Block (technical + behavioural)Include both, technical and behavioural skills suited for the role (like fierce, aggressive, on-the-toes could be a requirement for one position; whereas some other role would ask for a much calmer, more focused &amp; insight-driven attributes) Some earlier “nice-to-haves” have become a default requirement for certain roles. Some demand strategic thinking in their current or future role. Things like data-driven decision-making, comfort with dashboards, and basic analytics are some of them.c. Work Environment BlockAn important aspect especially after the COVID wave is the policies related to the working style. It has become essential for the candidates to prioritise job opportunities based on this, because, well, they do have options! Whether it is remote, hybrid, office-based, project-based, or gig oriented, consider mentioning it in the first communication through JD to reach the correct audience.d. Impact Block&nbsp;Mention how the role potentially drives company goals by connecting individual contributions to broader business objectives, showcasing measurable outcomes, and highlighting strategic value.e. Culture BlockA “Why us” section, that attracts the candidates who mirror your values. E.g. “You’ll work in a culture that values autonomy, collaboration, and lifelong learning.”Have at least 3 variants - entry-level, mid-level, leadership for faster reuse.Use these as drag-and-drop templates for quick customisation. 3. Leverage Gen AI:&nbsp;How? - Auto-generate JDs from hiring manager briefs and then humanise them using your Organisation’s tone and values. - Use the AI bot to create JDs in a pre-defined tone &amp; format by you simply giving prompts on the basic requirements (profile, experience, etc.) every time there’s a need.&nbsp; - Decide on specific blocks for each of the JDs and plug them in customised to every role.&nbsp;4. Focus on Human Skills (Since AI Can’t Replicate Them): - Interpersonal skills, emotional intelligence, storytelling, and creativity are now highlighted more than ever. - Collaboration, leadership, and ethical decision-making are highly sought after.5. Diversity, Inclusion, and Sustainability Companies now embed commitments to DE&amp;I (Diversity, Equity &amp; Inclusion) into JDs. - This is gaining limelight as our society is moving towards more awareness, open mindsets, equality, and acceptance of diverse cultures &amp; choices.&nbsp; - Having a culture that supports these ideas open up the opportunities to a wider audience, while attracting &amp; building a progressive workforce. It also reflects well on the values incorporated in the Organisation.&nbsp;Excerpt from one of the Netflix’s JDs:We are an equal-opportunity employer and celebrate diversity, recognizing that diversity of thought and background builds stronger teams. We approach diversity and inclusion seriously and thoughtfully. We do not discriminate on the basis of race, ethnicity, religion, color, place of birth, sex, gender identity or expression, sexual orientation, age, marital status, military service status, or disability status.6. Employer Branding Elements:JDs are now storytelling tools — showcasing:1. Company culture 2. Mission and values 3. Why the role matters 4. They're more candidate-focused and often include videos, testimonials, or links.Companies that have got it right:Companies like Airbnb, Notion, Microsoft, Shopify, and Duolingo are setting the tone for modern JDs.They:- Write like humans, not HR textbooks - Show flexibility and trust in candidates - Make you feel excited, not exhausted by the time you finish readingI am hereby adding the career pages of these companies. You may browse through some of their active job openings and learn a little more from their Job Description patterns:<a data-mce-href="https://careers.airbnb.com/positions/" href="https://careers.airbnb.com/positions/">Airbnb</a> &nbsp; <a data-mce-href="https://careers.duolingo.com" href="https://careers.duolingo.com">Duolingo</a>&nbsp; <a data-mce-href="https://careers.microsoft.com/v2/global/en/home.html" href="https://careers.microsoft.com/v2/global/en/home.html">Microsoft</a>&nbsp; <a data-mce-href="https://jobs.netflix.com" href="https://jobs.netflix.com">Netflix </a><blockquote> In 2025, a Job Description is no longer just a job description. </blockquote>It’s your first handshake, your elevator pitch, your mini-brand ad. If we’re going to attract the right talent, we better start sounding like we know what we want and where we’re headed.Because no one ever got excited reading: “Should be proficient in MS Excel.”

What’s new with our age-old Job Descriptions?

Insurance Balance on Seesaw with Cartoon Business People and Umbrella

Once a part of water cooler conversations, the topic of psychological safety has now found its place in the boardroom. Although the term was coined as early as the 1960s by researchers Edgar H. Schein and Warren G. Dennis; the popularity increased in the late 90s through the research of Amy Edmondson. She puts a simple perspective on the subject. It is “a belief that one will not be punished or humiliated with ideas, questions, concerns, or mistakes, and that the team is safe for interpersonal risk-taking."&nbsp;You know you are in a psychologically safe work environment when you are not worried about the consequences of your every little action.&nbsp;An environment where your ideas are unwelcome, often sabotaged, and your intentions are always questioned, there is no room for psychological safety.&nbsp;One of the reasons why it is missing in so many workspaces is the over the top perception of an employee’s accountability. &nbsp;Sometimes the expectation is almost inhumane. This is evident with the fact that such work environment treats errors as blunders and are therefore seen as unsafe for mental wellbeing.&nbsp;Of course, individual accountability is also important and we are going to talk about it along with the subject of psychological safety because it is an inherent part of the equation. A psychologically safe environment is provided by the Organization through its responsible managers, and there is an equal amount of responsibility expected from the individual at the receiving end. Therefore it's a see-saw almost always trying to find a balance: &nbsp;<img id="yc1beb25oemcrr9oni" src="https://cdn.durable.co/blocks/23oB4a8TI7vTm6WFJ4SzQF9O3uJ8jYR12Kphe0SeO90ig1yMeD7B8lVzNbBjVSPl.png" alt="" title="" class="object-cover bg-gray-100 rounded-sm md:rounded-md lg:rounded-lg" style="aspect-ratio: 16/9; object-position: undefined undefined;" data-corners="default" data-aspect="16:9" data-caption="" data-positionx="undefined" data-positiony="undefined" data-fullwidth="false" data-mce-src="https://cdn.durable.co/blocks/23oB4a8TI7vTm6WFJ4SzQF9O3uJ8jYR12Kphe0SeO90ig1yMeD7B8lVzNbBjVSPl.png" data-mce-style="aspect-ratio: 16/9; object-position: undefined undefined;">Neither of these extremes are good.Let’s understand these scenarios with simple instances:&nbsp;Scenario A (Left See-Saw):You are going to work everyday unmotivated and almost only out of duty rather than growth or passion. You wait for the tasks to come your way, and in the mean time you spend time questioning your worth in the Organisation, your purpose of life and what flavour coffee should you try next. Meanwhile, the Organisation works in a culture, where there is no motivation to drive self-motivated teams and are satisfied with the bare minimum task-to-task achievements.Scenario B (Right See-Saw):You are driven and passionate about your work, have made several strides in the field and are willing to grow further. As time passes and your team grows, the dynamics change between the team members, due to any reason - change in leadership, entering or leaving of member/s, personal life impact, etc.You are the same motivated and driven person, but your level of credibility and performance is now monitored through a microscopic lens, your autonomy of work is gone; or you are made to feel that your work, your credibility has to be justified at every step.None of the above situations are ideal for growth.&nbsp;The first is lack of accountability; and the second is lack of psychological safety.&nbsp;This is not good either for the individual or the Organisation. But we often find people stuck in either of the two situations, mostly unaware of the vicious loop they are stuck in. Simply a nudge of awareness and separating self from the situation and looking at the bigger picture would help them see the complete see-saw. Then accordingly shifts can be made to bring in a balance.&nbsp;So the first step is identifying, or acknowledging this. People who often have a high sense of accountability, may often fall prey to scenario B and find themselves drowning in self-doubt &amp; self-sabotage. It is crucial to be careful of this in the early stages of career, not only for the individuals but for the managers, as it is up to them to see that their team members don’t fall into such trap holes.&nbsp;Signs you are in a psychologically safe work environment:- You can be open about your mistakes and gaps fearlessly, as you are treated respectfully in tough times and good times alike. - You are given the openness to own your space without untimely questioning and constant need for tiny updates. - You can give honest feedback to your manager, knowing that it will be taken in good faith. - Your little wins are valued and appreciated.How can managers ensure they provide such work environment:&nbsp;- Take feedback on feedback - Understand how your feedback is helping the person - is it constructive and energising or is it crushing and devastating! - Vulnerability - Sharing if you’ve messed up, and that way showing they can too.Adam Grant beautifully worded in his podcast: <a href="https://podcasts.apple.com/in/podcast/worklife-with-adam-grant/id1346314086?i=1000713190423">https://podcasts.apple.com/in/podcast/worklife-with-adam-grant/id1346314086?i=1000713190423</a> &nbsp;<blockquote>The idea of psychological safety is not that you’re supposed to be shielded from discomfort, but the exact opposite. It is that you can have, uncomfortable conversations.</blockquote>

The See-Saw of Workplace: Feat. Psychological Safety

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