Returning to Work post the Pandemic - peoplecube.ai

COVID 19 is probably the worst global epidemic slowdown in recent history impacting everyone directly or indirectly.

Countries, Economies and Supply Chains are all being impacted and so also is the way the work is getting done.

Most working out of their homes have opened up a new paradigm of work culture - Remote working as a Norm.

Many companies have realised this as a great cost saving initiative and have advised anywhere from 10% to 80% of their staff to work remotely. Even in manufacturing and customer facing units, most backend services will now be pushed to remote working. Additionally working at offices will

also follow several rules with alternate cubicles, alternate days of work, alternate shifts, physical distancing, etc.

Now onwards:

-    Productivity will be of prime importance instead of office attendance and work hours

-    Remote workers will be regular workers, office goers will be the exception (except for

      manufacturing units)

-    Meetings will be mostly virtual and will be avoided as much as possible to avoid ‘Zoom Fatigue’

-    Global supply chains will change sources, paths and entities.

-    Major sales will happen online with many mom-and-pop stores coming to a close.

-    Most importantly the work culture will change dramatically from more monitoring to trust-based

-    Employee engagement will improve as they don’t have to work continuously for 8-10 hours and

be able to take care of their family, saving time and money.

-    Collaboration will happen with greater effort and Feedback will become more important to

facilitate an environment of goodwill at the workplace

-    Teams’ Performance will be measured on sharing, caring, mentoring and supporting rather than

just on targets.

COVID 19 is here to stay, until the vaccines are developed to protect us from this virus. May be it needed a touch-of-nature to bring about a sea-change in workplace dynamics!

For further details on how we do it and a DEMO please visit www.peoplecube.ai.

Managing Performance Evaluations During a Pandemic - peoplecube.ai

The bell curve is long flattened in the performance appraisals. The current curve everyone is trying to flatten is the COVID one.  

Earlier most employees came to office and what they worked on was at least physically evident irrespective of the productivity. A few worked remotely and were dealt with separately.

But the current crisis has forced all to work from homes and remotely. Even after the crisis this could be considered as a norm by many companies considering the risk associated with subsequent virus waves and also the cost savings associated with renting less desks.

Of course not all can work from home, but even onsite workers will be forced to get onto rotating work schedules to keep themselves safe and also to cater to lesser consumers.

This pandemic is a blessing in disguise to ascertain the right productivity measures

In a way this will help in overcoming the wrong perception that working 9-10 hours or more in office does not lead to productive hours. And being at home but getting the job done would indicate, to some extent, the true productivity of an individual.

This would mean the need for new ways to measure the performance of employees.  

-    Offline and online connectivity

-    Support during off hours

-    Client feedback considering the new paradigm of online relationships

-    Team and group collaboration in achieving the business goals

-    Ensuring positivity through constructive feedback, rather than keep a sword hanging.

-    Finally helping employees augment their skills and learning to match with the post-pandemic scenario

@Peoplecube.ai we help organisations identify the right set of cultural values and employee engagement initiatives to overcome the pandemic concerns and work towards achieving the business outcomes, even though virtually connected.

For further details on how we do it and a DEMO please visit www.peoplecube.ai

Why is Company Culture Important? - peoplecube.ai

A decade or so back when most companies realized that they had hit the plateau in their market growth, many wanted to explore the markets or countries where they had set up their operations.

These emerging economies had expendable income and were turning to out to be mass consumer markets.

To increase the market share, a company can do 3 things:

1.       Introduce existing products or new products in new markets,

2.       Introduce new features to its existing features and

3.       Introduce new products.                                                      

               

 Organisation Culture

The first is a marketing strategy. The second idriven by some extent because of changing customer needs and some part by incremental innovation. The third is driven completely by Innovation.

Realising this all companies started with the Mantra of ‘Innovation’ by pasting posters and running year long campaigns, without actually seeing any results.

At the company level, the CXOs and Sr. Management have to realise that Innovation is a process and starts with Ideation. But Ideas need time, research, resources and motivation. I.e.

-   Give time to employees to ideate within their working hours and workspace.

-   Give resources to employees to research, experiment and validate at each step their ideas, prototype and product.

-   Give the platform to employees to collaborate and ideate, cross-pollinate and work together

-   Reward them for their sincere efforts even if they fail. Make Innovation and its efforts part of the Performance Management cycle.

With these measures in place employees will have the necessary confidence to work towards innovative new products or new features.

Making this a structured approach across the organisation and with a direct reporting to the CEO, part of the MIS, will help the company achieve the desired results.

This is what is called setting the ‘CULTURAL CONTEXT’. Remember your people without the right engagement and culture can jeopardise your best of strategic intent, even though unintentionally.

For further details on how we do it and a DEMO please visit www.peoplecube.ai

Organisation Culture

How to Manage your Organisation Culture - Peoplecube.ai

Organization Culture is the most sought after topic among CEOs and CHROs globally.Even with this enormous interest and many players, consultants in this market, still Organisations are struggling to understand What is Org Culture? How to manage it? And how to Augment it?

Many have confused it with Engagement, though it’s just an outcome of the Culture. If Strategy is the Brain, Culture is the heart which is central to the running of the body both Physiologically and Emotionally. Engagement is how the Organs function based on the Oxygen supplied by the Heart and the Neurological directions given by the Brain.

Culture has to begin at the top. Cascade down in terms of policies, procedures and actions. If the employees believe that the Sr. Management does not ‘Walk the Talk’ then the whole purpose gets defeated.

The most important part is measuring the Culture rightly to Manage it well.

@Peoplecube.ai we work with the Management to first understand their Business Strategy and their outcomes.

Next we objectively measure the Culture (in tandem with Engagement) to identify the current Culture maturity.

Once we have the current and future understanding we build the roadmap using our 3.0 approach of Holistic -> Pulse -> Nudges.

We work with the companies for a year so that we can alter their behaviour at the engagement level and the Culture level across the Organisation.

Simultaneously we try to gauge the impact of these interventions on the business outcomes. As the outcomes improve or not, we change the pulse and nudges to change behaviours to achieve the desired results.

This gives the confidence to our customers that we are not just presenting some reports or some generic recommendations but are genuinely interested in their people and their business outcomes.

For further details on how we do it and a DEMO please visit www.peoplecube.ai.

                                                    Organization Culture 

How to use People Analytics for better Decision Making

Decision making has been a pet topic of leadership and management since last 5 decades.
There are many frameworks, tools and applications to aid decision making. With almost all transaction information available in real time Business leaders can take decisions seamlessly on a day-to-day basis.

Majority of the decisions are taken with a view of the strategic measures and business outcomes like Revenue, Cost, Productivity etc. But most of these decisions are based on Return on Capital Invested on assets like Cash, Building, Investments etc. People as assets have never been considered as a part of this Strategic Decision Making.

Research suggests that $1 invested in people leads to $13 returns.
Hence the emphasis on HR Analytics has shown a peak interest among the business leaders. But again they are basing their decisions on the lagging indicators of HR transactions data.
People data, I.e. the engagement information which impacts an individual, team or organisation, is dynamic in nature, real time in response and leading indicator of the Business health. 

This real time response helps to proactively address issues and prevent the failure of achievement of the business results.
People Analytics helps to:

1. Augment the Employee Engagement

2. Improve the overall organisation culture

3. Improves the chances of achievement of the designed strategy

4. Improves Customer Satisfaction

5. Reduces Burnout in Employees

6. Reduces Attrition

7. Achieve 3X time better stock performance as compared to competition

8. Higher Revenue / FTE

9. Better inclusiveness of Diversity and

10.Improves sustainability of the organisation.

Contact PeopleCube:+91- 8618208345 for India,

• 1 (424) 335–8777 for USA
• and +61 406 537 297 for Canberra, Australia
  Website : https://www.peoplecube.ai/
  Email : prahaladk@peoplecube.in