Before the founding team makes their first hire, they must ask what behaviors the candidate must display and assess against them. Assessing for values impacts the culture of the organization. Strategy is on paper, whereas culture determines how things get done.
Can industry bodies like CII and NASSCOM play a different role in building a common talent pool? What if every fresh entrant into the workforce is employed not by an organization but by an industry body (eg Nasscom employs all software engineers who have base level and undifferentiated skills). The member companies can farm out the work to be done by this pool. Think of it like work being allocated to a secretarial pool. What if...?
Organizational culture is what we call the habits of an organization. These are ways in which people behave spontaneously especially when they are unsupervised. When everyone starts behaving in a similar manner consistently, we say that the organization has a strong culture. The new members of the organization quickly fall in line. They watch everyone around them and learn how to behave in most commonly occurring situations.
Addressing the lower rungs of Maslow’s hierarchy seems passé. Are employees willing to work in a stressful workplace if their mission seems lofty enough? Evidently yes. Recently, Tesla and SpaceX – both run by Elon Musk were in the news for being stressful places to work. Elon Musk responded by saying, “SpaceX and Tesla rated most meaningful work in high tech. Also, most stressful, but that goes with the territory.” Musk has really made engineering and manufacturing interesting again.
Given that the job description of a CEO or someone in a general management role is likely to be fairly similar give or take a few nuances of the business. So why doesn’t every new hire succeed? When a senior executive moves between organizations, what they tend to leave behind is the social capital. They leave behind the teams that they had built strong ties with over the years. They leave behind the goodwill generated in the old company’s ecosystem that gave them more leeway when they faltered. It is no wonder that a new CEO often tends to bring in at least a few key people from the old company.
A rating of the employees’ health could legitimately be part of a company's balance sheet. It fits in well with the philosophy of sustainability. Obesity and tobacco usage has been also shown to impact productivity. Knowing that one company has a healthier workforce than its competitors could be a competitive advantage. Investors may also benefit from knowing about the mental health and well-being of a firm’s employees. Occupational health psychologists will point out that stress free employees are less likely to make errors in certain jobs. Does the employer have the right to track the data related to employees' health and wellness?
Superbosses seem to be able to spot talent and hire them with unconventional means. They seem to see what the person is capable of doing even when the person does not seem to know how to do it right at that moment. They look beyond conventional resumes and qualifications to look at the ability to learn. Once hired the Superbosses have their own method of transferring knowledge and wisdom. Not just know-how they seem to pass on a way of thinking and a way of life. Even as they are doing that they seem to leave room for the protégé to develop their own style. To achieve this, they will often bend the job to leverage the strengths of the new hire or help the person overcome a developmental gap.
Elon Musk, co-founder of PayPal and CEO of Tesla Motors, wants to establish colonies on other planets like Mars. Back in 2012 Planetary Resources was set up by Google to develop flying robots that will dig up precious minerals from other planets and get them back. There are billionaires who are funding research in making humans immortal or making fresh water available to all. Bill Gates through his Foundation aims to by 2030 eradicated four diseases from Earth.It all starts with a dream – being able to imagine and envision something which has no precedent. The opportunities are all as big as our digital dream. The next decade will be about turning those dreams to reality.
