I always believe that a transition is like the trapeze act you may have seen. When a performer releases the bar and is caught by another performer, the "catcher," who hangs by his or her knees on another trapeze. After the first performer leaves the trapeze bar and is held by the colleague, for a brief period of time the performer is in mid-air without any support. Transitions are like that in-between moment. They are scary but manageable.
This may be a good time to rethink the conference. Here are a few easy fixes:1. The audience approves the speakers: Get the speakers to do a short 1-minute video of the topic they wish to speak about. Share the names of the speakers and their topic on the conference website. Let the people vote for the topic and the speaker. Those who are paying have a right to decide which speaker is worth their time.
You probably use one or more of these open source learning systems: TED talks, General Assembly, EdX, Big Think ... and then you have many formats of content - videos, podcasts, blogs, websites, newsletters. I use a number of whitepapers and reports published by various organizations. Your employer probably has their own LMS to share content. Having great content does not ensure learning.
Your social media presence can be used to create your personality profile. These reflect more stable traits like ability to learn, motivation and people skills. Personality is probably a better predictor of your success than what people put on their resume. There is inaccurate and sometimes fake information in people's resumes. That when combined with poor skills at predicting performance from candidate interviews, means most hiring is a hit or miss situation.
I had taken a sabbatical of 2 1/2 years due to medical reasons. I resumed work after full recovery. on my return, I am being treated differently by my coworkers and managers, who think I am still unfit. I’m not given key assignments. And whenever some crucial work comes my way, it is on sympathetic grounds. Even if they involve me in certain activities, it’s merely a formality. I feel very isolated. What should I do to ensure my career get a boost and I am treated equally at the workplace?
Very often organizations launch an initiative with great fanfare. When the dust settles, people move on to their desk and carry on doing their work as usual. Genpact seems to have found a way to sustain this massive exercise. The leadership team has taken it upon themselves to celebrate learning and the people driving the agenda - the employees.The CEO of Genpact recognizes the gurus and experts in every town hall. He celebrates the guru who has done the maximum amount of skill building. The clients are told about this. The CHRO and the Chief Innovation Officer talk about Genome to the clients and the employees at every possible opportunity. The result is that skill building is not a metric tracked by the L&D team, the agenda is part of the business conversation every day.
Mentoring someone needs someone to have the skills as well as the desire to invest time and commit towards your success. Else many mentors simply use the time to tell the mentee about their own achievements. Being a good listener and having empathy makes someone a good mentor.Create a Board of Mentors from your own organization. Build a set of 4-5 people you will seek advice from. I have always had a group of mentors to learn from. I find it wonderful to get a variety of ideas and perspectives on the same problem.
“Organizations who wish to be viewed as employers of choice provide outstanding experiences at every stage of the employee life cycle—from onboarding through exit,” says Joel Paul, General Manager, Randstad RiseSmart. “Taking care of employees with compassionate outplacement has a direct impact on employer brand, and thus a company’s ability to attract and retain top talent.”
