Author: UnitedHR

Behind the Workaholism

Workoholic - Copy

The work culture of any corporate enterprise differs, and there are factors like the industry concerned, whether it is privately owned or state owned, and many other such variables. The policies they follow, the brand they wish to establish are all elements which determine a company’s work culture.

  Workaholic and workaholism are some words which have of late entered the professional vocabulary. And the phenomenon is something that has entered in the corporate culture, regardless of the policies, though obviously not in equal degrees.

  Firstly, it is necessary to understand the difference between a workaholic and someone who works extensively for long hours.

  A workaholic is a person with a compulsive need to work. Simply put, he or she just cannot “switch off”. Even when not working, this person can only think about work and work-related things. Personal relationships and health often suffer because of this compulsion.

  On the other hand, someone might work for extremely long hours. But if he or she is able to disconnect and not constantly think about work when not on the job, we can’t consider this person a workaholic.

Even if one loves the job, it is necessary to cut off for some time.

We must realise that the blame should not be put on the person concerned.

  Over the years, the corporate culture has shaped up in a certain way.

  Firstly, with technology becoming mainstream and almost a necessity, it has become easier to “carry” work around. One can just open up a laptop and do what they were doing in the office. This way, it becomes difficult to “switch off” since work and work-related things are literally within an arm’s reach and just a few clicks away, anytime.

 Coupled with this, imagine the need we are constantly force-fed with: the need to be productive.

Not just of the corporate culture, but a general characteristic of our times is the need to constantly “do” something.

Anything that doesn’t give you stress and workload gets considered useless.

“What’s the point of working if you are not busy all the time?” seems to be the misleading policy so many live by.

It is necessary to remember that a busy worker is not necessarily a productive worker.

Long working hours are not to be equated with productive working hours.

   20th century saw the rise of the workaholic culture, with more and more people acting like “working machines”. And these were the role models the 21st century generations have access to. The rise in social media addictions did not work very well into the mix. Add to it, the success which could be “seen” sells on social media. And unfortunately, “the grind” has become a tangible marker of such a success, and also the only road to success.

  Bad health, personal relationships suffering are only considered as part and parcel of this grind, or worse, mere obstacles to “success”.

In such a milieu, it is a tough job to not become a workaholic.

   It is a good sign that many countries, especially the European ones are now reducing the work hours of employees to ensure there is a work-life balance, Denmark being a famous example. According to the OECD Better Life report, they have a better work-life balance than any country, with majority of workers spending two thirds of their day in eating, sleeping and indulging in leisurely pursuits.

   It is necessary that companies take steps to bring changes in the corporate culture to ensure overall well-being of employees.

  The image of a “driven and ambitious” person, motivated to rise to the top of the corporate ladder, with all the focus in the world on the job, no matter what may come, actually comes with its costs and risks. The crisp formal attire, might hide cardiovascular and stress-induced chronic ailments.

Behind the calm, confident, controlled expressions on the face may lie missed birthday parties and parent-teacher meetings, unresolved issues with a loved one, half-hearted family outings with the mind being at work, exasperated by the “waste of time”.

Balancing Technology for Convenience

It is all about how you balance out what all is personal with the digital.
It is all about how you balance out what all is personal with the digital.

While talking about Technology, the keywords are deceptively varied. We think about the AI (Artificial Intelligence). We think about automation, digitisation. We think about the numerous movies showing dystopias of technological revolutions gone overboard. We think about bots, Siri, Cortana, that voice on Google Maps.

We think about the ease, accessibility. We marvel at the rapid evolution. And we think about the inconveniences faced by the older “non-technological” generation. One cannot engage enough in debates about the jobs humans lose to AI.

Why is this deceptively varied?

The thought processes, when it comes to Technology, fall in two extremes: it’s either the saviour, making everything super-easy or it’s the monster we created which is on the path to overthrowing us.

 But we need to look beyond these two polarised narratives.

 Technology, AI included, are here. And they are here to stay.

And it is up to us now to not antagonise it but use it to bring out the best in people.

Forget about fancy and somewhat intimidating words like Big Data, Virtual Reality (VR), automation, etc. Let us leave those to the experts.

 Let us look at Technology in its contextualised, old dictionary meaning: application of scientific knowledge for practical purposes.

 Using Technology to complement your work is the thing to do now. It is all about how you balance out what all is personal with the digital.

Imagine you have a presentation for an important meeting.

Wouldn’t it be nice if you used PowerPoint, with slides that showcase the data and your statistical research neatly contained in graphs and pie-charts?

The same PowerPoint could bore everyone if you started to simply read out what the slides contain.

It is up to us how we learn and how we make use of Technology.

Learning to use Excel sheets (or similar software) for statistical analysis could help in reduce the accounting errors that might happen on a human level owing to overwork or fatigue. Or they could simply be used to tally and double check.

 Let us take another example.

Imagine you are on a road-trip with your family, and now it’s your turn to take the wheel.

Highway driving needs a higher degree of awareness, and the occasional rule-breaks we all resort to while steering our way through busy streets of the city should not be the case here.

But the phone is not going to stop ringing, is it?

What if an important client feels neglected, we fear.

What could be done here is adjust your phone settings in such a way that it “automatically” sends a text message to the person whose call you just missed. There are numerous options available, right from a straightforward: “I am driving, call you later”, to “Sorry, will get back to you ASAP” to custom-made responses.

 Automation, when used well could save important business, and lives too.

Technology has made it easier to connect, network, communicate, research, authenticate, set criteria and filter. Spreading information and awareness to a large number of people at the same time is not a dream anymore.

Although, one should not deny the possibilities of its overuse and thus loss of human jobs, but then again, it depends on how we figure out a way, when to use, when not to use.

 Technology is all about a yes or no, if and then, 0 or 1, patterns and figuring out more patterns. Humans have the liberty to explore the spaces in-between these binaries, and create new patterns.

Micro-Learning: Bite-Sized Acquisition of Knowledge

Micro-Learning

There was a time when ‘rigour’ was the only word associated with any sort of learning and training. The sort that needed time, dedication, will-power and an above -average attention span.

But here’s the thing: attention spans of people have been decreasing since a long time now. Learning something new has become a difficult task.

Time is of essence, especially in this fast-paced world where every minute counts. There is  no time left to waste.

There is no time left to reinforce what has been learned, and thus chances of forgetting what has been learned have increased manifold.

Hence, the way in which learning and training are handled has undergone a change. Organisations increasingly are resorting to the concept of micro-learning.

  Micro-learning basically involves learning in small chunks, in a short time, with each session spanning between a few two to five minutes. Sometimes it could also range between a few seconds to fifteen minutes.

 Learning in bits and pieces, rather than in a long drawn way has shown to increase retention.

Information is consumed in nuggets.

  The term ‘micro-learning’ might sound a little fancy. Some might think only students need to be bothered about it. But it is so pervasive and widespread, and not to mention so commonplace in the world we live in, that it is easy to become desensitised to the amount of micro-learning we engage in on daily basis.

Let us think about it.

Micro-learning involves things like:

  • listening to podcasts
  • watching videos etc.

 Does that not sound familiar?

Gaining knowledge and information, and training via:

  • playing micro-games
  • quizzes
  • using flashcards and infographics are also some common strategies.

Interaction via:

  • simulation
  • engaging in certainly designed internet based chat-sessions are also some examples of how micro-learning is carried out.

 In a professional setting, micro-learning could be used in multiple places. Besides training of various kinds, it could also be used in triggering some professionally necessary behavioural changes.

 Micro-learning thus has tons of benefits. One biggest point is the ease in learning and training because of its highly engaging nature, without much fatigue. Technology does indeed make everything easier.

Moreover, nugget learning ensures that the content is highly specific, simplified, with no superfluous details. One does not feel that information is being bombarded. The succinctness saves a lot of time.

 Once the necessary technological resources have been acquired, micro-learning proves to be quite budget-friendly in the long run.  Plus, since it’s technology, the information needed is just a few clicks away. As an added bonus, large amount of training/learning material which might be needed later could be stored with ease. This approach thus scores high on later accessibility.

Thus the strategies, the benefits, the nature of micro-learning is such that it could be used to accommodate the lowering attention span as well as the time-constraints.

Life at UHR: The Positive Environment

Life@UHR_The Positive Environment - Copy

Workplaces all over the world are trying to make their employees “comfortable” while on their jobs. With the millennial population entering job market, the attempts to appeal the young generation are increasing even more, with various perks and incentives offered.

At United HR, thinking about our employees is not a recent practice. We asked them all what they have to say about working at UHR. Our employees, young and old alike have expressed their admiration for the work environment we offer.

A common complaint many people have regarding their workplace is the “corporate slavery” they are subjected to.

Our employees have a different story to tell. “It is like a second home” tells one employee.

“There is a really friendly atmosphere”, says another. “The office atmosphere is really good”, we find the reflection in the words of yet another employee.

“UHR is a family member” says another. Echoes to the previous statement are found in the opinions of most employees. “United is like family”, says one employee. “It is a good environment to work.”

“There is freedom and a homely environment” says one employee when asked about the positives about life at United HR.

Talking about the positives, “positivity” itself is something that is again listed as a great quality of the work environment we offer.

Many workplaces are notorious for treating freshers almost like second class citizens.

One employee mentions how she started as a one, and how it felt “overwhelming” at first. But  she goes on to say how she later came to learn a lot while on the job. She terms life at UHR as “amazing.”

It is necessary that the young and the more experienced employees share a good rapport, and that there is a certain exchange in terms of learning.

“The team members are supportive and the seniors have helped in enhancing my skills” says an employee while talking about the interpersonal interactions at UHR.

Another employee lauds the “motivational colleagues” they get to work with.

An articulate employee sums up how the vibes and the interactions at United HR are:

“There is a certain team spirit and working with a group of young, enthusiastic people is fun. There is transparency in the environment, knowledge sharing takes place. Moreover, there is a great team of Team Leaders who have been with UHR for so long. It’s a great support. There are ample opportunities to grow if you wish and try.”

Interactions where people don’t hesitate to speak up, where there is a healthy exchange of ideas, where there is scope for knowledge-enhancing conversations and where your colleagues feel like your family, and the office a second home- these are some of the factors that contribute to the positive vibes at United HR.

Leadership in Little Things

LEADERSHIP EDITED IMAGE

There is the picture of a larger than life figure leading an army.

Sometimes there is an archetypal visual of a booming war cry.

 In a more contemporary imagination, we imagine world political leaders in their suits and blazers, shaking hands and signing treaties.

But being a leader doesn’t necessarily entail any of the above mentioned grandeur!

Leading teams in an office environment is definitely not about leading armies and countries. But there are some qualities which all leaders, in all environments display.

 Leadership is reflected in the minutiae of our lives.

 Leadership is not about force. In fact, what author Daniel Goleman has to say about an essential quality of a leader has nothing to do with bossing people around at all.

Goleman considers ‘Emotional Intelligence’ as the quality which puts a leader apart. Some seemingly simple characteristics of a person with high EI are:

  • Empathy. The ability to put yourself in other’s shoes.
  • Self-awareness and self-regulation. Being aware of one’s emotions and in control of them, especially during crises.
  • An ability to handle interpersonal relationships in a balanced way.

One has to realise that true leadership lies in the gestures and actions. Possessing a quality is one thing, acting over it is what makes a leader.

Let us look at the quality in the context of a workplace

  It is true that some designations, have “leadership” attached to it, for example a manager, director, etc. But a leader as such could be anyone, irrespective of their post. It’s the actions that show leadership qualities.

 Some projects often involve efforts of many people. A leader here is someone who:

  • Sets immediate and ultimate goal: it could be as small as setting up an unofficial deadline for all team-members.
  • Organises the roles of all those involved in the project.
  • Doesn’t simply “assign” responsibilities. Rather, he or she shapes the conversation in such a way that there is an element of choice of the team-members.
  • Appreciates and gives credit to everyone’s contribution.
  • Encourages to communicate ideas, no matter how bizarre one might feel they are.

   He or she listens to what each one has to say and then through dialogue and consultation brings each member to pick the responsibility which perfectly matches their capabilities.

  A good leader is almost always chosen unofficially and without any sort of announcement. There is a sort of unspoken, unanimous agreement working here.

  Meetings are tricky. Sometimes they might turn boring, or employees may feel they are pointless. A leader would be someone who:

  • Makes a suggestion about an agenda if the meeting seems to lack direction.
  • Keeps a tab whether everyone has said what they wanted to say.
  • Takes charge if someone is feeling hesitant in communicating.
  • Keeps a tab on the structure of the meeting: when did it begin, when will it end, what would this meeting cover and what the previous one did.

Leadership involves finding a purpose for everyone, through collaboration.

It is not about exercising power but about empowering your colleagues.

It is not about rivalries and ego-tussles. It is about creating an environment with good participation, dialogue, and flow of ideas. It is about making your colleagues comfortable and at the same time, making sure no one feels hesitant to step out of the comfort zone, including yourself.