A naukri.com initiative
Productivity News
Minis
3M
1.3k
Image Credit: Minis
4 personality traits that might hold you back from getting promoted
- Not Receptive to Feedback: Ignoring or dismissing feedback can limit your growth and make you a less compelling candidate for promotions. Show gratitude and apply feedback constructively.
- Inability to Consider Other Perspectives: Being inflexible or dismissive of colleagues' views can hinder teamwork and collaboration, crucial for higher roles. Practice active listening and respect differing opinions.
- Unwillingness to Learn: A know-it-all attitude can stall your career. Embrace continuous learning and show humility in acknowledging your knowledge gaps.
- Fear of Expressing Promotion Desires: Not communicating ambitions leaves managers unaware. Discuss your goals proactively and seek guidance on achieving them.
Read Full Article
17 Likes
The Beautiful Mess
3M
327
Image Credit: The Beautiful Mess
TBM 301: How to Reconcile Prioritization and $/Time Allocation
- Many companies express their strategies (or plans) using % allocations to different investment buckets.
- The percentage in question is typically some combination of $, 'heads,' or time.
- The problem with this approach is that, in many cases, % allocations mask actual priorities, fail to capture the current blockers and inefficiencies related to that proposed investment, obscure the overall investment required, and mask implicit expectations around the outcomes expected from these investment allocations.
- Instead of using allocations as the input for controlling the mechanism, it is important to see them as an output of priorities, strategy, goals, etc. They are something to monitor and may influence how we course correct.
- To prioritize investments using value and urgency, companies can use Value/Urgency Buckets.
- The five buckets that a company can prioritize investments in include the mission-critical category, dilemma category, optimizer category, future seeds category, and mop up slack category.
- Allocations should be considered a hypothesis instead of the driver of a strategy and priorities.
- Allocations fail to capture the mix of urgency and value critical for prioritization.
- It is better to talk about budgets when discussing funding and resource allocation.
Read Full Article
18 Likes
ADPList’s Newsletter
3M
134
Image Credit: ADPList’s Newsletter
Sunk Cost Fallacy
- The article discusses the sunk cost fallacy – the common pitfall of staying in unfulfilling roles or careers just because of the energy and time invested in them. The writer explores the psychology behind this fallacy and practical strategies for recognizing when one is stuck and moving forward. Sunk cost fallacy is a cognitive bias that makes individuals follow through on an idea because of the resources invested in it. This can lead to irrational decisions and impair decision-making skills. The bias is prevalent in most areas of life and not necessarily business decisions only. The reasons why people are susceptible to sunk cost fallacy include loss aversion, regret avoidance, and several beliefs that have become pervasive in modern culture.
- The author shares several examples of sunk cost fallacy, which include continuing to work on a project that is not yielding results, continuing with a job when unfulfilled, staying in a failing business, and refusing to switch a career path. Personal commitments like marriages can also fall victim to this irrational thought process. The article goes ahead to provide a four-step framework for avoiding the sunk cost fallacy, which involves consistent self-reflection, seeking accountability, reviewing evidence, and having a bias towards action. Consistent self-reflection enables better decision-making by assessing one's feelings and goals.
Read Full Article
7 Likes
Minis
3M
3.1k
Image Credit: Minis
BITS Goa dropout, 22, claims he earned ₹35 lakh a month; here's Ashneer Grover's reaction
- Ishan Sharma, a 22-year-old BITS dropout from Bengaluru, recently claimed on a podcast with Ashneer Grover, Asish Mohapatra, Sarthak Ahuja, and Sanjeev Bikhchandani that he earned ₹35 lakh last month, which he considers a "small amount" as it limits his ability to do business.
- Grover humorously responded, "Tu yahan baithna chahiye, humko puchna chahiye (You should sit at our places, and we should be questioning you)," revealing he earned nothing at 22.
- Mohapatra, Ahuja, and Bikhchandani disclosed they earned ₹35,000, ₹5,000, and ₹1,500 respectively at that age. This podcast clip has since gone viral.
Read Full Article
18 Likes
Minis
3M
1.8k
Image Credit: Minis
‘Hire fast, fire fast’: Ashneer Grover on why he doesn’t believe in lengthy hiring, notice periods
- Ashneer Grover, founder of BharatPe and Third Unicorn, advocates for a swift approach to hiring and firing in companies. He criticizes lengthy hiring processes and notice periods, suggesting a "hire fast, fire fast" strategy.
- Grover emphasizes that extended hiring timelines and probation periods can cost companies up to a year before realizing a mismatch. He believes in quicker decisions based on practical work assessments rather than prolonged evaluations.
- This approach, according to Grover, allows businesses to swiftly identify effective employees and optimize their workforce efficiently. His insights were shared during the podcast 'Limitless with Ishan Sharma'.
Read Full Article
20 Likes
Minis
3M
24.3k
Image Credit: Minis
AI company Tredence to scale up India operations
- Tredence, a global AI solutions firm based in San Jose, plans a significant expansion of its India operations, aiming to increase its workforce by 60% from 2,500 to 4,000 employees by mid-2025.
- The expansion focuses on deepening presence in BFSI and healthcare sectors, alongside entry into the Middle East market. Roles to be filled include data science, data engineering, MLOps, generative AI, and marketing analytics.
- Tredence emphasizes innovation through R&D and talent development, investing 10% of revenues in advanced AI capabilities. The company aims for 40-50% revenue growth in 2024, leveraging AI solutions for enhanced productivity across sectors.
Read Full Article
57 Likes
The Beautiful Mess
4M
464
Image Credit: The Beautiful Mess
TBM 300: How to Think About Operations and Enablement
- Operations refers to making things consistent, usable, monitorable, repeatable, and improvable while enablement refers to equipping, educating, empowering, supporting, inspiring, and facilitating individuals or groups.
- The primary focus of operations and enablement is to optimize and enhance the specific activities, processes, and competencies inherent to that functional domain.
- Operations and enablement are themselves functional domains, each with specific but overlapping skills.
- Functional domains within an organization have their unique operational and enablement needs which involve inputs and outputs from other functional groups.
- Companies maintain a layer of general operations and enablement, responsible for ensuring cohesiveness in strategy and execution and fostering a culture of continuous learning.
- Operations, enablement, product thinking, service design, and organizational effectiveness are interconnected and contribute to building and maintaining the best organization possible.
- Operations and enablement leaders need to codify principles like happy teams, working with partners, seeking self-awareness, challenging the need for consistency, and finding leverage to maximize outcomes.
Read Full Article
27 Likes
Minis
4M
2.2k
Image Credit: Minis
'For every job we advertise, we get 100s of resumes. But... most drop out': Sameeksha Capital's Bhavin Shah
- Bhavin Shah, founder and CIO of Sameeksha Capital, highlighted challenges in India's job market, sharing that despite receiving hundreds of applications for each position, few candidates follow through with the recruitment process.
- Shah explained, "For every job we advertise, we get 100s of resumes. But if we ask people to fill a Google form, very few do so and most drop out." Further steps, such as tests and interviews, see similar drop-off rates.
- His observations resonated with many recruiters, shedding light on the difficulties faced in hiring suitable candidates despite high unemployment rates in India.
Read Full Article
9 Likes
Minis
4M
9.8k
Image Credit: Minis
India needs 1 million high-tech engineers as economy expands
- India's $250 billion tech sector, which contributes 7.5% to the GDP and employs 5.4 million people, faces a critical shortage of high-tech engineers.
- Over the next 2-3 years, the sector needs over 1 million engineers skilled in AI, big data, and cybersecurity, according to Nasscom.
- Despite doubling AI training, companies like TCS and Larsen & Toubro struggle with a significant skills gap, leaving 100,000 positions unfilled.
- Nasscom’s Sangeeta Gupta highlights inadequate practical skills from education as the root issue. The demand-supply gap for digital talent is projected to grow from 25% to 29% by 2028, posing a challenge to India's economic growth.
Read Full Article
18 Likes
Minis
4M
648
Image Credit: Minis
Indian startup founder’s lesson in entrepreneurship gets shout-out from Anand Mahindra
- BharatAgri co-founder Siddharth Dialani was lauded by industrialist Anand Mahindra for his entrepreneurial acumen.
- Dialani shared how hands-free torches became a best-seller on their platform after identifying farmers' need for light during nighttime power cuts. By developing a “mining torch” that can be worn on the forehead, BharatAgri addressed this demand effectively.
- Mahindra praised Dialani’s ability to listen to customer feedback and innovate, highlighting this as a prime example of how entrepreneurial opportunities emerge. He also emphasized the enduring value of staying attuned to customer needs in entrepreneurship.
Read Full Article
3 Likes
Minis
4M
1.9k
Image Credit: Minis
How TCS made 70% WFH employees return to office using variable pay
- Tata Consultancy Services (TCS) has successfully brought 70% of its work-from-home employees back to the office by linking quarterly variable pay to attendance.
- In April 2024, TCS introduced a policy requiring a minimum of 60% in-office attendance to qualify for any bonus. Employees with 85% attendance receive full variable pay, those with 75-85% get 75%, and those with 60-75% receive 50%.
- Chief HR Officer Milind Lakkad emphasized that the move is temporary and meant to encourage office attendance, noting a weekly increase in employees returning to the office. TCS reported a 9% increase in net profit for Q1 2024-25.
Read Full Article
34 Likes
Minis
4M
1k
Image Credit: Minis
Company locks employee in 'dark room for 4 days' to make him quit. Here's what happened
- In China, Guangzhou Duoyi Network Co. Ltd. locked an employee, Liu, in a dark room for four days to force his resignation over a labor dispute.
- Liu's access to the company's systems was revoked, and he was confined to a pitch-black room with only a table and chair, no computers, and no coworkers.
- Liu was allowed to leave after "work" hours. Following his wife's police report, Liu was terminated and awarded 380,000 yuan ($52,200) as compensation. The company contested the ruling, claiming Liu violated company policies by viewing explicit content necessary for his job as a game art editor.
Read Full Article
5 Likes
Minis
4M
613
Image Credit: Minis
How To Be Seen As An Emerging Leader By Your Boss
- Learn how to stand out as a leader by tackling challenging projects, taking initiative, actively participating in meetings with valuable insights, acknowledging peers' contributions, and championing change.
- By embodying these qualities—proactivity, strategic thinking, empathy, and innovation—you can build a strong reputation as an emerging leader.
- Demonstrating leadership potential involves not just fulfilling tasks but inspiring others with integrity and collaboration.
- Enhance your career trajectory by consistently showcasing these attributes, positioning yourself as a valuable asset to your organization's future leadership.
Read Full Article
5 Likes
Lenny's Newsletter
4M
76
Image Credit: Lenny's Newsletter
Building product at Stripe: craft, metrics, and customer obsession | Jeff Weinstein (Product lead)
- In this podcast, Jeff Weinstein, Product Lead at Stripe, discusses the power of customer obsession and how to operationalize it in the product development process, how to pick the right metrics and use them to drive impact, techniques for getting things done at big companies, and the story behind Stripe Atlas and its mission to increase entrepreneurship globally.
- Before focusing on craft, experience, or quality, ensure that you’re solving a burning problem for someone.
- Jeff emphasizes the 'go, go, go ASAP + optimistic, long-term compounding' approach: seize opportunities with enthusiasm while maintaining a strategic focus on long-term growth.
- When customers take the time to complain or provide feedback, treat it as a gift.
- Ask customers to describe what a 'bad day' looks like when using your product and then find ways to track metrics around those frustrations.
- Stripe uses 'study groups' to get participants in the mindset of customers, thereby gaining fresh insights into product usability and customer experience. The primary goal of study groups is to build empathy and understanding, not to solve problems or critique the product.
- Customer obsession is critical for building great products. Jeff recommends several techniques for staying close to customers.
- Jeff led several startups and sold companies to Groupon and Box before joining Stripe. He’s known for his customer obsession, craft, quality, and building beloved products businesses rely on.
- Stripe's Atlas simplifies company formation, enabling entrepreneurs from anywhere in the world to incorporate a global company in a few simple clicks.
- During the podcast, Jeff Weinstein also shares his experience working with the founders of Stripe, his thoughts on automation and operational efficiency, diversity and team building, and building new products within a large company.
Read Full Article
3 Likes
Minis
4M
1.8k
Image Credit: Minis
Ex-Google Executive Shares 3 Life Lessons After 12 Years With Tech Giant
- Frederik Pferdt, Google's former chief innovation evangelist, shares three life lessons from his 12 years at the tech giant.
- He emphasizes embracing a 'Yes, and' mentality to foster creativity, visualizing future goals for clarity and direction, and practicing mindfulness to stay open-minded and positive.
- Pferdt's insights, detailed in his book "What’s Next Is Now: How to Live Future Ready," aim not only at tech workers but at anyone seeking a more meaningful life. His tenure at Google, where he founded the Innovation Lab and Google Garage, significantly influenced his approach to work and daily routines.
Read Full Article
23 Likes
For uninterrupted reading, download the app