Do you have a lot of employees leaving for better, or more interesting, opportunities? This can be a key sign that your company lacks talent mobility, which is vital for reducing turnover, increasing productivity and ensuring your top talent are placed in roles best suited for their skills and development.
The ADKAR model is rated among the best organizational change management techniques and is used by many change leaders around the world. Learn how to use it at your organization.
The Kubler-Ross Model can provide leaders, coaches, and HR managers with valuable insight into their employees’ state of mind, and empower them to help team members navigate through any period of transition.
To effectively manage change, leaders need to have specific skills and abilities to develop a plan of action for their teams.
Employers are experiencing a new threat: the Great Resignation. There are a variety of reasons why employees are leaving, but one reason frequently cited by workers, a lack of growth opportunities. Explore why talent mobility is critical for organizational success
Understanding your leadership style gives you a baseline to analyze your capabilities as you seek to identify the improvements you need to make.
Now more than ever, human resource leaders are expected by their companies to streamline the workforce’s alignment with the ‘new post-Covid working normals’ and the organizations’ strategic business. So what are the current priorities for HR leaders?
The Flow Model developed by positive psychologist Mihaly Csikszentmihalyi looks at what drives people to the state of flow and how one can achieve it. How can organizations use this model in the workplace to ensure better productivity and performance?
Hybrid work models were increasing before the pandemic but they became a necessity in 2020. Companies uncertain about the practice often discovered hybrid models worked better than expected.
For organizational strategies to be executed successfully, there is a need for a skillful balancing of opposing forces and competing needs within the HR structure. Unfortunately, successful management of these tensions is undoubtedly one of the critical challenges in HRM today. The Ulrich Model could help.
Leaders are a driving force in our institutions. Be it educational, medical, or corporate institutions, leaders are known to provide the right direction, and inspire others. Effective and strong leadership in an organization can nurture a great and high-performing company culture.
To stay relevant within the highly competitive business world, your organization needs to embrace change. To implement change powerfully and successfully, John Kotter came up with the following 8-step model.
Workplace requirements and working models are increasingly changing in line with digital transformations and technological advancements. We’re now moving into a new era, where what used to work for most companies in the past is becoming less and less effective. Organizations must re-invent their talent strategies for the digital age.
Resilient organizations can stay competitive even in the face of adversities as a resilient culture enables organizations to anticipate and respond to any eventualities and business threats.
A decade or so ago, performance management reviews were the fashionable trend in the HR spectrum. Business leaders revered performance ratings, swore by them, and dared to put them on a pedestal. But the annual performance ratings have since seen a downward trajectory. So, what went wrong, and is removing performance ratings really the way to go?
Lewin’s Change Management model can provide clear directions to change management a straightforward way of supporting communication and empowering everyone to adapt to the new status quo.
How will the future of work evolve, post COVID-19? Trends just beginning before the virus changed our lives are becoming the new normal way of doing things. Some employees have returned to the workplace following more than a year of remote work. Many others will continue to work from home offices, at least on a more frequent basis than before 2020. Leaders need to be ahead of the game as trends alter the way business is conducted.
The skills required in the workplace keep on changing due to evolving technological solutions. The skills that were relevant yesterday may not serve the workplace effectively today. Learn more about the in-demand skills that companies want from HR staff based on research from Gartner.
Building strong organizational leadership means connecting your leadership strategy to your business strategy. Leaders should be adept with the current changes in technology and have the right skill set to make the right decisions in the ever-changing business environment.
Finding candidates with both hard and soft skills can be difficult. The good thing, however, is that there are a few things that employers can do to foster soft skills in the workplace and help boost their employees’ overall performance and productivity.
While the hybrid work model—in which employees work both in the office and remotely—is somewhat unfamiliar territory for HR executives, most agree that it is indeed the future.
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Piyush Gupta
Piyush Gupta is Chief Product Officer at Sounding Board and champions the voice of customers and users with deep empathy. Piyush envisions Sounding Board to be the first window of coaching experience for professionals and leaders worldwide. His approach is deeply rooted in proven scientific research, modeling human behaviors, and data-informed insights to deliver mindset shifts and desired business outcomes for organizations at scale. He believes that a world-class UX is key to drive simplicity that will lead to millions of professionals to access coaching for their development.
Piyush co-invented the world’s first ‘landmark intelligent driving directions’ technology that led Google to redesign their routing algorithms for the Asian markets. For the next decade, he led two disruptive FinTech companies to the market leadership positions and delivered two award-winning products that serve more than 70 million users worldwide. His teams filed 20+ patents while he himself authored three patents. He is an active startup investor and advises selected AI-driven startups on business and product strategy. He is the recipient of the World Summit Award, one of the most prestigious international honors for product innovators. In addition, he is a James Swartz fellow, the most prestigious fellowship at Carnegie Mellon University funded by the founder of the iconic venture firm, Accel Partners.
Piyush holds an MS in Software Management from Carnegie Mellon University.
Tommy Perkins
Tommy is at his best helping clients think through complex challenges in order to create a positive impact on their organizations. He thrives when interacting with others whether helping his team succeed or working with clients to build long-term partnerships. He has extensive experience consulting with organizations on driving their employee experience, guiding organizations through change, and working to ensure organizations are moving the needle when it comes to their results.
Most recently, Tommy was a Client Services Leader overseeing some of GP’s most prized accounts on a global level. His responsibilities included overall client growth strategy, retention, and satisfaction. He represented all of GP Strategies’ major business lines including leadership, coaching, and engagement, digital transformation, outsourced services, and technology implementation solutions.
Before GP Strategies, Tommy spent several years with TTEC Digital (formerly rogenSI) where he led the sales team, eventually becoming the regional Learning & Performance practice leader for North America. While managing the P&L and sales team he also led the largest global relationship for the firm (Deloitte Globally). During his time at TTEC, he focused on delivering blended learning solutions that incorporate technology and hands-on training. Before TTEC Digital, he spent several years dedicated to strength-based leadership disrupting the business landscape regarding performance management and employee engagement with thought leader Marcus Buckingham at The Marcus Buckingham Company / TMBC (now ADP).
Tommy has had the privilege of working with some of the most well-known global brands in professional services, retail, technology, and healthcare including Deloitte, Facebook, Microsoft, Bank of America, Novartis, Gap Inc., lululemon, and Intel. Several projects he led for Deloitte were Global GNPS, New Partner Pivot, NextGen Partner Program Deloitte China, Present to Win, the RPM project on performance management, and Unconscious Bias.
Tommy holds a BS in Health Sciences from Texas A&M University, and an MBA from Universidad del CEMA.
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