Tag: HR

Is passion the only right reason that should drive you to work?

We all must have heard, and used phrases such as:
‘I love what I do.’
‘I love my job.’
‘My work is like worship to me.’
‘I am passionate about this field.’
Or maybe we are looking for something that enables us to use these phrases.
In any case, being passionate about one’s job, loving what one does is considered the ideal to reach.
It is the ultimate catchphrase for freshers, and a constant source of aspiration for any professional. Is
it though? And is it okay if being passionate about one’s job isn’t the primary source of motivation?


A study by Harvard Business Review found that some employees may feel alienated by colleagues
whose primary motivation is their passion for their jobs. Plus, the research also found that the
people passionate about their jobs may actually develop a judgmental and unhelpful attitude
towards those who they imagine do not have passion as their primary motivation.


Imagine a scenario: Mr. B and Mr. A are both passionate about their jobs. While having a little
chitchat with Mr. C, the former duo discovered that Mr. C is primarily working because he needs the
stability of a 9 to 5 corporate job, after having worked freelance for many years. Mr. B and Mr. A feel
like they cannot take Mr. C seriously, because they think passion should be the primary driving force
for doing one’s job, and nothing else. They eventually become cold, lose respect for Mr. C and do not
extend much help to him, because they don’t think he values the job as much as they do. They think
Mr. C is working for the ‘wrong reasons.’ Who seems to be in the wrong here, actually?


In psychological terms, the research shows that ‘intrinsic’ motivation is seen as the ideal and the
morally right thing to have, and anyone working for a perceived ‘external reward’ such as financial
stability is considered to be in a not so morally superior place. That they are working for the ‘wrong
reasons.’
Now that sounds judgmental, doesn’t it?
The bottom line here for managers and employees in this is a simple, obvious and yet a poignant
truth: some people may have motivations that are more external and less intrinsic.
 Some people might be working at a job because it offers them financial stability.
 Some people might be working at a job because they have some family obligations to fulfil
and this is the best possible course of action for them.
 Some people might be working at a job because they want the flexibility and free time the
job offers.
 Some people might be working at a job because they are still exploring what genuinely
drives them and they are still learning about themselves.

And so on. In other words, some people might be working at a job because that is the best
alternative for them at the moment. And they are just fine with it, even thriving in it. And it may
or may not be the job that they are passionate about.
It is okay to be working at a job when your primary motivation isn’t passion for the job. Of course, a
certain skill-level, interest and competence are necessary, and there’s no denying that passion and
drive can increase those aspects manifold. But so can the other external motivations in their own
way.


Now some might ask- wouldn’t it help an organisation better if everyone was passionate about their
work, rather than only some employees doing the work in a more driven manner?
Firstly, one can be great at their job, and still not have passion as their driving force. That doesn’t
mean that passion is entirely absent. The primary motivation could be say, financial stability and
the structure that job offers, which can still enable one to give their best.
Secondly, diversity in thought, motivations, perspectives and values is necessary. Employees with
varying driving forces, with variety in life experiences and calling make an organisation complete.
Such a diversity is needed for the organisation to run smoothly, as different times, different projects,
different situations call for these different and diverse ways to handle them.


It is this diversity where everyone learns from each other, and complements each other. When
employees are accepted for who they are, without being judgmental about their choices, it is then
that they can truly develop a healthy level of motivation for their job.

What is Job Crafting?

Job crafting helps one find little ways to make their job more interesting.

Job crafting is the latest buzzword doing the rounds all over our social media and LinkedIn feeds.

The thing with buzzwords and jargon is that often what they ask of us is unrealistic. At best, they are at times irrelevant and just add to the noise around us.

What exactly is job crafting and is it something that is realistic, doable and achievable without sounding outrageous and demanding by a normal employee?

Let us quickly look into it. Job crafting involves seeing the job description as a work in progress, and finding ways to make it more aligned with one’s goals, strengths and values. It is a bottom-up approach.

However, that does not mean employees should be reshaping the jobs such that they don’t have to do what they don’t like. It is not about throwing responsibilities away or Quiet Quitting. As suggested in our earlier article about Quiet Thriving, job crafting is a lot about shifting perspectives. Job crafting is about finding ways to do more of what makes your job more enjoyable.

In our earlier article about Quiet Thriving, we mentioned how a shift in perspective can help us see our jobs in a new light. That too is a kind of job crafting, at the cognitive level. Finding a new sense of purpose in our jobs is also a kind of job crafting. Let us take a look at a few aspects about job crafting in a little more detail.

Task crafting:

There are some tasks which we genuinely find interesting and motivating. Finding the tasks you enjoy and crafting your role to do more of those is what task crafting is all about. This could involve talking to your manager, and asking them to assign you more responsibilities that you enjoy. It can also be about finding new challenges and avenues to learn, and hence can also involve asking your manager to assign you a different than usual role in group projects.

This little tweaking can go a long way in helping one see their work in a new light, helping to break the monotony and finding healthy ways to channelise the need to be challenged and combat the boredom that may have set in over time. For example, you may come to realise that you love interacting with new people. Communicating that with your manager might mean that you get more responsibilities that involve interacting with new people, such as mentoring new recruits, meeting delegates from other companies and so on. This is all about gaining a fresh sense of enthusiasm about your job.

Speaking of a fresh sense of enthusiasm, social support at workplace can go a long way in enabling us to keep our motivation levels in check. Read on.

Relationship crafting:

People, aka, colleagues are an important part of most jobs. Relationship crafting is about consciously trying to better your relations with your colleagues. While many of us do enjoy simply coming to work and doing our job, without needing to interact with people much, some basic cordial rapport building is important.

Relationship crafting, that is, trying to build some rapport with the colleagues enables one to find some social support when the work itself might get challenging. A good rapport with colleagues ensures some community and network building at work. It also can get us going through good and bad times. While your job description may or may not really mention the need to work interdepartmentally, establishing a good rapport with people from the other departments would add an ease of functioning, access to more perspectives and even more learning opportunities. 

Amidst the ever-evolving job market, and the demands it brings, job crafting enables employees to ensure their job remains relevant, purposeful, and up to date, with never-ending learning. What’s more, it enables employers to have motivated employees.

Quiet-Quitting vs Quiet Thriving

What if we decided to make a minor tweak in our thinking that enables us to see more value in our present job, rather than doing the bare minimum? That is Quiet Thriving. Read on.

All through the years surrounding the pandemic, we have heard the buzzword ‘quiet quitting’. Quiet quitting refers to employees doing the bare minimum- engaging in the bare minimum way with their job, doing the bare minimum that is needed out of them.

It all happened as during the pandemic many people realized that life is too short to stress over a job that they do not like. Life is too short to stress over frustrations in the professional sphere, the office politics, colleagues they don’t gel well with and bosses who don’t hear them out. And so, people just did the bare minimum and focused more on their life outside work.

But soon many people also started to realize that although life is too short to do a job you do not like, it is also not a very good practice to do the bare minimum when the job pays your bills and lets you live a life of comfort. After all, boredom comes when there’s the space and comfort to be bored.

Enter Quiet Thriving. It is essentially understanding that the job may not be perfect, but still finding ways to engage with it in the best way you can.

Before we go into our definition, a word: If one looks up online, there will be tons of articles mentioning some Quiet Thriving strategies. One of them is setting up boundaries. For example, not checking work emails after an agreed upon time, or being clear with how much work you can handle before you approach a burnout. Another strategy also includes finding a few colleagues you can become friends with. One more strategy is taking little breaks, or setting realistic intentions about accomplishing just a few things on your to-do list and so on. But let us face it, we all must have tried one thing or the other at some point, and it can still not be enough to find a way to thrive at your job, to find it more likeable and less tedious. Quiet Thriving is actually a lot more about changing your perspective as these articles rightly mention.

 It is actually about doing small tweaks in your thinking, more than attempting to control the factors outside. 

Quiet Thriving in simple words is a shifting of perspective. It is a reframing. It is asking yourself questions like:

  • ‘Do I really dislike my job so much that I am closing my mind to everything?’
  • ‘What is that one thing about my job that I genuinely like?’
  • ‘This is my job, and it is necessary that I see some value in it. What can I do to add more meaning to it?’

And so on.

What are some strategies that can help one get that shift in perspective and actually start to Quietly Thrive?

  • The number one strategy is in the above explanation itself- shift your perspective! As cliché as this sounds, looking at the positives of the job can help you find more meaning and motivation to do the job. Sure, there are negatives (they are everywhere!), but what are the positives? It could be something as simple as recognizing that this job gives you a sense of structure. Or it could be something as complex as connecting it to wider purpose. Miss P didn’t like working for an online shopping portal company because she thought they were acting as middle-men between vendors and customers. A shift in perspective helped her understand the wider purpose- they weren’t just acting as middle-men, they were making life easier for the vendors who might not always know whom to approach to sell their products online, giving them more sources of income and more reach. Her company was making lives better.
  • Another strategy, similar to shifting your perspective is called ‘job crafting’. There will be certain responsibilities you might enjoy more than other responsibilities. You can seek out more of those responsibilities by asking your manager or the team leader, and find a way to ‘craft’ your job a certain way, such that you end up doing more of what you like. It will be a work in progress, but it can offer a high sense of thriving and fulfillment nevertheless.

Once we get the ball rolling, it can actually a become a fun activity to finding ways to Quietly Thrive at work. It can become a fun activity to shift your perspective and understand that the job you dislike might actually not be that bad. Quiet Thriving could be that one positive missing ingredient in your perspective.  

Better Together: Growth for the Companies is tied to Career-Growth of its Employees

career-growth of employees, companies

Thinking about career growth is one of the favourite pass-times, it seems.

We have thought about it in the middle of a meeting, or when we were having a quiet moment in the office, or maybe when we were on a holiday, all happy and relaxed. Suddenly, muscles go tense, and the mind goes racing. Sometimes, these thoughts act as motivating factors, the ‘positive’ stress that propels us to think ahead.

Individuals think about career growth a lot.

It’s time companies think about it too. Thinking about career growth shouldn’t just be a concern of the individuals. Companies can benefit a lot by sharing this concern. Yes! Companies can benefit from thinking about the career growth of their employees! How so? Let us delve into it quickly.

The first benefit is right there in our introduction! Individuals think about their career growth a lot. When the company they are working for is genuinely concerned about it as well, it can motivate them to stay. Talk about retaining talent! When companies show interest in helping their employees advance in their careers, it attracts more candidates, because of course, people like to work at places where they see a possibility of concrete growth on paper.

Secondly, companies can reduce their talent acquisition costs by thinking about the career growth of their employees. An employee who sees a career growth while staying at the company means that the company would be able to hire internally. Hiring internally means cutting down on sourcing and onboarding costs. And think of all the time that could be saved on background checks and references.

Thirdly, companies can improve their employee engagement when they think about the career growth of their employees. Employees who know there is a scope to grow professionally within the walls of the company, that there is a chance that they will get an opportunity any moment, are naturally more likely to engage with their work. When the employees know that what they are working at is nota dead-end job, it is likely to increase their motivation and engagement levels. They can attach more meaning to their work and to the company, because they know it is indeed leading them somewhere, that is, it’s not a dead-end job.

So, what can companies and employers do to implement this idea of showing interest in their employee’s career growth?

Think which positions and skill gaps are hard to fill in the company. Talk to the employees about their goals. A few conversations later, it should be possible to align the two, and realise the kind of opportunities the company can offer so that those hard to fill positions and skill gaps are no longer that hard to fill.

Opportunities can range from digital learning, workshops and seminars, sponsored L&D opportunities, shadowing positions and so on.

Now, companies may or may not be able to offer everything to everyone, and even if they do, there’s still a chance that the employee might have different priorities and choices.

That doesn’t mean companies should only and only think about offering career growth opportunities to those who would promise to stay, or to those who would directly, most certainly, be helpful to the company in some way. Benevolently given career growth opportunities to employees ensure a good word of mouth of the company, a good employer brand, and a chance that someone might come back as a boomerang employee!

What’s your favourite Indian Dessert?

Whether we are talking about interviews or networking events or conferences and seminars, the underlying tips can sometimes be just too technical and generic. Let us face it- have we not read something and thought- ‘ugh, again with the jargon…’ ?

Take for example tips about ‘being yourself’ at work. These tips obviously come with an asterisk. Being yourself does not mean not being adaptable to the situation, nor does it mean trying too hard to be yourself. It certainly does not mean getting fixated on one’s strengths and ignoring one’s limitations. Rather, it is about accepting the limitations, and turning them into strengths by understanding the context we are operating in. It’s all written and done, and before we know it, we are scrolling away to glory to find something else to engage our bored minds with.

How about we look at some HR tips on a shelf full of sweets and desserts? A little message we received inspired us to look into the sweets-shop!

We look at the jalebis and we realise that no matter how many twists and turns life might throw at us, the sweet tone of uniqueness we maintain is what matters. The uniqueness is what makes the jalebi a standout, memorable sweet. Who cares if it is a sticky situation, we have our own unique methods to fix it!

We look at the rasgulla, and realise how resilience works. The ‘chasni’ might get squeezed out by life and its trials every once in a while, but there’s always a scope to bounce back into shape!

We see a jar of boondi laddus, and we understand the value of the efforts, big or small, from each member of the team. The big orange magic that a boondi laddu is, will not be complete without the little boondis. No matter how nominal the part one might play in a team, it still adds to the team and it is what makes a team whole.

Soan papdi is an infamous sweet, next in line, that is almost always disliked by so many people. But the makers do not stop making them. Why? Because there will always be takers for it. No matter how small the number, there will always be people who like the soan papdi. Whether it is a product, whether it is a service or whether it is just some generally disliked set of traits that nevertheless get the results, amidst the unpopularity, there will always be a niche that values it more than any other popular trend. The soan papdi gives us an important lesson about authenticity. 

Gulab jamun, the soft little popular sweet on the other hand, gives us an important lesson- softness is not a weakness. In a culture that puts too much value on cold hard facts and an equally hard exterior personality, it is the softness that wins ultimately. The supposed ‘soft’ qualities of empathy, kindness, sensitivity, care, understanding the situation, are what ultimately connect people.

And finally, there’s the besan laddu, that gives us an important lesson about robustness and rebuilding. There’s always a scope to remould, rebuild, redo something while keeping the essence intact.

Do you have a sweet-tooth? What are some of your favourite sweets? What other HR tips can you think about from your favourite dessert?