House of Learning | Thinking Lean

 There’s something very romantic about how Native Americans cherished the concept of freedom so much that they designed their Tipis in a way that they could be folded up and carried as portable tenements. Not being tied down to a piece of land was sacrosanct to them because they believed that living at one place was akin to living in a cage.

Similarly, Igloos in the Arctic are, till today, built to offer not just insulation, but protection from blizzards and other harsh forces of nature. Sukiya-Zukuri in Japan is another beautiful example of how an abode can be designed with movable partitions made from natural materials like paper and wood. Even in this age, Sukiya-Zukuri easily offers itself to adaptation and continues to be reassessed under modernistic architecture.

Inkajijiks in Kenya is a fantastic illustration of a liveable, waterproof shelter that is still built using materials readily available in the jungles around. Kenyans believe in optimum utilization of resources and therefore ensure nothing is wasted.

The world over, houses have been designed and built according to climate, functionality, and availability of resources. From edible items like pulses, eggs, and corn to natural building materials like wood, cow dung, leaves, etc, each item served a specific purpose towards the structural integrity of the building.

What is the purpose of a house?

A house serves a far greater purpose than just shelter. A house makes you feel protected, comfortable and at ease. It’s a space we call our own. And everyone wants their house to the most beautiful one. After all, who wouldn’t want bragging rights for life?

What does a House have to do with- Learning?

Comfort: Learning, much like the purpose of a house can make you feel comfortable because of the confidence knowledge brings you. It makes you feel like you belong in that space. This sense of belonging is not physical. Rather, it is metaphysical; a feeling of assurance and comfort with oneself.

Working with an organization is not much different. The stronger the sense of belonging, the longer does one stay with the organization. Despite today’s trends of fleeting loyalties and frequent toad-jumps between jobs, the average tenure of a Manager at PeopleStrong is 4 years which is a testament of that our people’s faith and acceptance of our values and philosophy; our people feel at home.

Protection: When there is comfort in the place and with the people you work with, one automatically feels protected, both physically and mentally. To know that your boss or your colleagues ‘have your back’ is one of the best feelings in the world!

Much like the house needing the right building materials to stay strong and serve its purpose, having the right skills at the job can protect you from the uncertainty of a competitive market. Considering the many corporate playing fields around the world, the past decade has exposed every single one of us to this uncertainty and made us realize the significance of honing our knowledge to stay relevant.

Much like the house needing the right building materials to stay strong and serve its purpose, having the right skills at the job can protect you from the uncertainty of a competitive market. Considering the many corporate playing fields around the world, the past decade has exposed every single one of us to this uncertainty and made us realize the significance of honing our knowledge to stay relevant.

Confidence: We all dream about owning a big, beautiful house one day and adorning it in the best way possible. Even if we were to lose a way of earning a livelihood, we know if nothing else, our house would still be there. That peace of mind and confidence, that we do have a roof over our head is what encourages you to move forward.

Confidence: We all dream about owning a big, beautiful house one day and adorning it in the best way possible. Even if we were to lose a way of earning a livelihood, we know if nothing else, our house would still be there. That peace of mind and confidence, that we do have a roof over our head is what encourages you to move forward.

Whatever the reason be, once you have developed a skill, you have greater confidence in your own abilities, because you can now do your job even better than before. That confidence stays strong if the skills stay relevant. Just like a house we own, a skill we possess cannot be taken away from us. It becomes a part of us.

“We are not born with skills; we are born to learn new skills.”

At PeopleStrong, we believe that a skill can be developed by effective training followed by regular practice with the right tools and technologies to be future ready. Technology is evolving and so are the methods of learning. No longer does a learner like to be restricted by time or the availability of a trainer in order to learn. Via a robust technology-based platform, Alt Learning has made learning fun, accessible and convenient. Over 60% of our training programs are digital, so learners can connect to our Mobile First technology on the go, thereby significantly impacting productivity (by saving on man hours that would have been spent on classroom training).

What makes a house strong?

The key to a strong house is its foundation. The deeper the foundation, the stronger the house. Foundation is the connection the house has to solid ground, it’s like the roots of a tree. If the connection is isn’t strong, the house is in danger of uprooting when the weather turns inclement.

Similarly, an employee who has low connect with this employer cannot hope to stick around without feeling disenchanted with the organization. If the employee and the company don’t ‘click’, no amount of training can compensate for a weak foundation or total lack of belongingness.

However, the foundation doesn’t limit itself to just belongingness. The surface of this foundation is created by the knowledge that helps you do your job right every day. That’s the basic requirement to belong. And when you belong, you learn more, because people and processes and intent come together holistically.

The vision of the House of Learning was inspired by the lean way of thinking. And the design is based on the six behaviours listed under the New Code of Work:

• Be Entrepreneurial | Focus on the Outcome
• Enjoy the Adventure | Experiment and be Resourceful
• Be Proud | Deliver excellence and nothing less
• Be Incomplete | Be open to learn
• Prove it | Speak in Numbers
• Serve | Serve everyone around

Every learning intervention at PeopleStrong aims at these behaviours. While these may be the derived outcomes of various pieces of training, they look towards the direction to be followed.

Here are the tenets of PeopleStrong’s House of Learning:

The Foundation

The deeper, more enduring layer of the foundation is defined by the portfolio that builds a new joiners’ connection with PeopleStrong.

Just as a solid foundation ensures the strength and longevity of the structure of the house, this carefully designed orientation program called Udaan becomes the first step that all Peoplists must take towards their learning journey.

Appropriate and adequate orientation sessions are required to make a new joiner feel at ease in a new organization.

Udaan gives all new-born Peoplists an understanding of

• What do we do?
• Why do we do?
• How do we do?

We believe in diversity of all kinds. Peoplists are diverse in gender, culture and their source of hiring. In a single year, from 2018 to 2019, we have quadrupled the number of Campus Hires with an aim to bring the zeal and energy of India’s youth in the organization.

Our proprietary ‘Warrior Training’ imparted to these Campus Hires has been in two phases i.e. Pre-onboarding and Post-onboarding.

The Pre-onboarding phase begins on the day a Campus Hire is offered a role. S/he is introduced to the NewCodeofWork to give them a glimpse of the purpose, vision, and mission of PeopleStrong.

A Campus Hire is also expected to complete Foundation-Level Alt Certification to prepare them to use the organization’s technology right from Day 1.

Post-onboarding, the Campus Hires are introduced to the Executive Management Team and PeopleStrong’s policies. This interaction is followed by multiple role-based training sessions with an objective to develop talent holistically.

The first day on a job can be quite nerve-wracking for some. It’s natural to feel anxious or have jitters because the workplace is not yet a comfort zone. Therefore, our uniquely designed orientation program helps our employees feel comfortable in the organization. That is why a huge reason for having a technology-backed Pre-Boarding engagement is to let the employee get familiar with people and processes even before he or she enters our gates for the very first time.

By digitalizing Udaan, PeopleStrong’s very own learning platform, Alt Learning has helped us reach employees spread across 45+ locations.

Process

Carrying the same House: Learning analogy forward, the floor of the house can be likened to our existing skills. A floor bears the wear and tear from our everyday activities. Poorly designed floors can show early signs of weathering in a house leading to expensive renovations.

The importance of an in-depth understanding of our processes and our clients is not much different. Limited knowledge can lead to frequent errors and result in paying a heavy price as severe as losing a customer.

To weed out culture-misfits or candidates who raise red flags, we at PeopleStrong, we take care not only while training these resources but also while hiring them. With the help of Candidate Profiling, we get the most appropriate talent on board. This assessment helps assess the prospective talent on varied aptitude markers such as Logical Reasoning, Verbal Reasoning, Analytical Skills and more.

Process Training, which is like the surface of the foundation, helps a new joiner find his/her place in the organization. While the deeper layer of Udaan helps an employee feel connected to the culture and policies, this surface layer helps the new joiner settle in his/her role. Training is imparted on-the-job to help Peoplists acclimatize to the process and start contributing towards its improvement.

The Three Pillars

A) Project Training

The first pillar of the house is Project Training. This pillar, just like the third one, helps this House of Learning get its shape. This is what bears the load, much like the ironclad columns filled with solid concrete in our houses.

Just as correctly placed columns give a house its longevity and strength, Project training on Project Management, Machine Learning, Artificial Intelligence, Agile-Yellow Belt and many more, help our Peoplists add concrete to their talent and cement their skills.

B) Certifications

This, the middle pillar of the House of Learning, supports the roof. Without this pillar, the roof may collapse. If you stand inside the house, this pillar is also the highest, helping you realize what you have achieved.

Hence, training and certifications, while on one hand convert an interest into a skill, on the other hand, they also increase your value as an asset to the firm.

In the last 10 years, PeopleStrong has transformed from a Services company to a renowned SaaS player in the market. To keep pace with this evolution, we give our people many opportunities to get certified. These certifications assist the participants in upgrading their skills and feeling worthy by bringing in a sense of achievement.

We conduct SHRM Domain Certification training in three domains i,e. Human Capital Management (HCM), Payroll & Compliances and Recruitment. This training is accredited by SHRM and is open for any employee who is interested in getting certified. At present, 101 employees are SHRM Domain Certified which is almost 20% of the eligible workforce. PeopleStrong prides itself for being the only company in India to have so many SHRM DC Certified employees.

Alt Certification is provided to all employees to impart knowledge on the PeopleStrong’s hand-crafted product suite called Alt. This certification is awarded at three levels i.e. Foundation, Specialist and Expert Level.

The objective of Alt Certification is to develop talent that is not only able to use the organization’s technology but also understands it. Our certified talent is not only more efficient today but is also future-ready to live the company’s vision.

C) Leadership

This pillar does more than providing support. If Leaders are not prepared for their role and if they are not in tune with the philosophy of the organization, the house will not be in the shape envisioned.

The average tenure of our employees is 4 years, so they are in our system long enough to experience the leadership development programs that have been designed over multiple stages. A typical Peoplist goes through a journey that exposes him/her to many levels of roles and responsibilities. To ensure their readiness for taking up the next level roles, Peoplists are trained under:

Broadening the Horizon

Broadening the Horizon is a training program for transforming Individual Contributors into People Managers. These high potential Peoplists are rigorously trained for 16 hours on core competencies required to take up the next level role.

Taking the Leap

Under this program, potential Practice Heads are trained to take up the responsibility of an entire function. The focus of the 16-hours training is developing an understanding of P&L and ROI of their respective functions.

In the latest batch, 52% of the total participation under this portfolio was from women and 90% of the participants were promoted in the following appraisal cycle.

Lead from the Front program helps supervisors learn from their leaders. The training involves 6 attributes of leadership to inspire. This program is directly run by the CEO and Business Heads.

PGP (Purpose Goal Philosophy)

At PeopleStrong, we know that only a healthy employee can be a happy employee. Taking engagement beyond work-based activities, we bring a lifestyle change in Peoplists with the help of our PGP program.

At PeopleStrong, we know that only a healthy employee can be a happy employee. Taking engagement beyond work-based activities, we bring a lifestyle change in Peoplists with the help of our PGP program.

77 employees who constitute 52% of the eligible workforce have benefitted from this program.

The Roof

By writing the #NewCodeofWork, PeopleStrong gave House of Learning the best roof to protect all residents while also giving all its parts a direction of focus.

Developing the six behaviours under the NewCodeofWork is the ultimate goal of all learning initiatives at PeopleStrong. It is this futuristic vision that helps us design programs that can stand the test of time.

What makes a House of Dreams?

“Have nothing in your house that you do not know to be useful or believe to be beautiful” – William Morris

Drawing inspiration from the above, every part of PeopleStrong’s House of Learning is indispensable and irreplaceable. While our portfolios on Orientation, Process, and Certification fulfil the necessities of the house, others, namely ‘Lead from Front’ and ‘Purpose Goal Philosophy’ make it home by creating comfort and warmth to living in.

#Learning #NewCodeofWork #PeopleStrong #

Article Source: https://www.linkedin.com/pulse/house-learning-thinking-lean-amit-jain

Originally Published on LinkedIn

Common sense! An uncommon mantra for Recruitment: 5Ws

 “Smart people learn from their mistakes. But the real sharp ones learn from the mistakes of others.” – Brandon Mull, Fablehaven

How paradoxical it is then, that most organizations prefer to cock a snook at those who stumble and think it will never happen to them. And then it does.

The basic problem is that we all think we are impervious to adversity or setbacks so unless we make our own mistakes (and subsequently learn from them), we assume ourselves to be amazingly insulated against such events. The same pattern seems to have emerged in Recruitment practices in use in recent years.

Companies invest millions on branding and billions in engaging good Recruitment agencies that help them in addressing their current needs of staying competitive in the market. But does outsourcing talent hiring mean that firms no longer have any responsibility towards talent strategy anymore? Of course, not. But apparently, that’s what a lot of companies actually think, and that’s where the chasm of dissonance between talent market realities and employer expectations starts building Here is what I tell our clients when they are faced with acquisition challenges that don’t seem to go away- that one must know about the inner workings of the hiring process in their entirety. Knowing the ground realities of talent acquisition is far more important than following theoretical hiring principles blindly. The secret of success in recruitment is to follow the mantra of “Common Sense”. 

Talent Acquisition function has gone through multiple cycles of fine-tuning and has transformed globally because organizations have started laying emphasis on basic recruitment metrics. Not surprisingly, the ‘source of hiring’ has come out as the most important parameter for effective hiring, along with ‘candidate experience’, ‘cost per hire’ and offer acceptance ratio’ coming in close behind.

It is time for the recruitment function across industries to “aim for moon” and develop an ambitious strategy that revolves around candidate value proposition, talent pooling, leveraging basic hiring sources, focus on high end metrics and improving overall productivity. This calls for a by structured approach we call the Rule of 5 W’s (Who, When, What, Why & Where). Organizations need to infuse a high level of maturity in running their Talent Acquisition function by implementing following 5W’s

Who: Do we really understand what the problem is? First & foremost, we need to acknowledge the importance of “The Individuals” who are involved in the process i.e. recruiter, hiring manager and the candidate. Take the example of a circus. The clowns, acrobats, tightrope walkers, ringmaster, trapeze artists, animal handlers etc. each have highly specific and skill-based  roles that only they can perform best, that are far more important than, say, the trained animals or the circus props. Imagine, if a circus were to start hiring their staff with just an interview without any auditions; chances are that the circus would suffer immense losses because instead of evaluating the qualifications and experience of the candidates, they chose to hurriedly fill in the vacancies, because there is never enough talent available in the circus world.

Similarly, a common grouse of most firms is the dearth of quality talent. But is that the real problem or are these companies missing something? The main problem in recruiting is that everyone focuses on the candidates (prospective hires) and not enough on the recruiters. Are the recruiters qualified to identify the right candidate for you? Have you equipped them with the ammunition they need to go all guns blazing to cull out the perfect person for the job? A large number of companies hire recruiters based only on one or two interviews which do not probe their understanding of how recruitment needs to be handled. Such kind of recruiters bring in a lot of intuitive decision making and hence, ‘gut feel’ hiring decisions get taken with poor or no scientific reasoning.  

Common sense is to hire recruiters who understand the industry and the relevant talent pools, are able to deliver on, market mapping assignments and can analyse the employer value proposition. Reskilling of existing recruiters also makes a lot of sense; they should clear technical /function domain test or certification programs like LinkedIn Certified Professional—Recruiter or Certified Recruitment Analyst by Carlton etc. to stay ahead in the talent race. Once organizations fix this problem, they will automatically start getting better quality of hires, quicker turnaround time and moreover, this strategy will help hiring managers to focus on their core job.

Where – These days, the bigger question is where will organizations find the right talent? Take the example of still photography. Gone are the days when we would go to a photo shop to develop our camera reels and wait for the photos to be printed out. Ten years back, I surely would not have fathomed the near extinction of the neighbourhood photo shops because no one clicks pictures on their still cameras any more. A majority of such businesses died because they didn’t plan for the future or expect it to change so much. Had these photography shops invested in digital equipment and hired the right/qualified technicians to run it, they wouldn’t have slowly gone into oblivion. There are many studies that state that the talent crunch is only going to get worse in next 3-4 years. Even though the number of jobs will shrink, there will still be a huge shortfall of relevant people. The job boards are nearing saturation and so are the other conventional job searching platforms. Everybody is talking about social or professional media and everyone is on websites like LinkedIn, Facebook, Google+ etc. However, the challenge remains-, where to find the talent?

The answer is again common sense. Organizations must look for skillset diversity and think beyond numbers to beat experience or academic credentials. New mothers (with relevant work experience) who are looking for flexi-jobs or retired professionals who would love to work on consulting projects are examples of such alternate but relevant talent pools. This will not only reduce the cost of hiring but allow a larger section of employable candidates to be integrated in mainstream positions, thus reducing the talent crunch. The sooner organizations realize the effectiveness of this strategy and start investing in it they earlier they can avoid talent issues in the future.

Artificial intelligence can also be a huge help in finding talent through different data-driven technologies, crawlers, online technical or behavioural assessments, algorithms, social behaviour (types of online games played, interest etc.). AI-backed solutions like PeopleStrong’s Alt Recruit have a unique feature called, Auto match, which allows a multi-channel reach. This feature not only allows recruiters to access candidate pools from three different kinds of meta sources— covering both active and passive candidates for any particular profile— but also suggests the best matches for the recruiter to decide from. In next couple of years, the candidate profiling on the above parameters will start happening from high school onwards and Artificial intelligence may start keeping a track of relevant applicants real time.

Why – Why should – or would- a candidate join any organization? Why is candidate’s experience important? Why are motivation factors of the workforce today different from those who joined a decade back?

Employee Value Proposition (EVP), an unheard-of concept maybe 30 years ago is probably the keystone of any Talent Acquisition Strategy today. The traditional practices of attracting prospective hires using careers websites are not effective any more. Talent Acquisition teams must think like a sales team and create the right sales pitch to attract candidates. The easiest way is to showcase company vision, its goals, financial stability, cultural alignment and policies on exploring personal interests. They can use interesting hooks like gamification and other interactive methodologies on their website or social media to attract and engage candidates. EVP can become more meaningful if it is also experienced by employees internally which will help in getting more referrals. The eventual aim of organizations should be to integrate all these elements so effectively that they become a part of the recruiter’s DNA. In today’s age, recruiters play an important role in employer branding and attracting candidates by sharing regular updates on social media.

User Experience is the key for success whether it is a product, service or a candidate. It is the easiest form of indirect marketing for any organization. Whether it’s a fresher or a lateral candidate, s/he wants to know everything about the company and expects regular updates even if his/her profile is not shortlisted. But in approximately 90% of the cases, recruiters do not provide feedback and close the loop with the candidates. 

Recruitment teams should design the entire process keeping the candidate in mind. There should be transparency in understanding the complete hiring process well in advance like the number of interviews required, assignments, test or personality assessments to be conducted, tentative time/days to complete the entire process etc. Most importantly, as basic courtesy and a necessary protocol, the recruiter must update candidates on time whether s/he has been shortlisted or not.

When: ‘Just-in-time hiring’ and ‘Bench hiring’ are two approaches in the recruitment space that have been effective to some extent in the past. But, enterprises the world over have not been able to figure any new breakthrough solutions for the hiring challenges of today. Lead time in hiring is impacting organizations in terms of revenue leakage. One of the easiest ways to reduce hiring time is to adopt a technology-based recruiting process. The future of recruitment is 100% automation! When a candidate gets hired without any manual intervention is the day that Talent Acquisition would have reached a different orbit. Everyone may have to go through pre-defined online tests and behavioural assessment. The level of questions could change with every response and the role of a candidate may get decided based on their score.

What: Companies have realized that the basic composition of manpower has changed so drastically that the 4 W’s (Who, When, Where & Why) have become even more crucial both internally as well as externally. At the same time, organizations are asking, “What are the various things we can do to focus on our core businesses instead of spending time on Recruitment or HR?”

This is one of the reasons why Recruitment process outsourcing (RPO) organizations like PeopleStrong, Cielo, Allegis etc. are growing faster; because they bring lot of value on the table. Technology is helping organizations perform well on recruitment metrics and make the hiring teams look good. Things like cost per hire, lead time to hire, conversion rate, sourcing channel efficacy etc are analytics available to the recruiters on their fingertips, thus making it very easy for them to take the next steps very quickly. Chatbots are the next big thing that are already managing basic activities right from interview scheduling to sharing feedback with the candidates. These have become such an integral part of the life that HR products like Workday, PeopleStrong Alt, and Successfactor etc. are taking over the market.

 When it comes to fighting for the best talent, organizations which have realized that drawing in the entire HR value chain (right from creating a talent pool, monitoring the metrics) to focus on readiness (employee, project, timeline & cost) are doing much better than their contemporaries.

The thumb rule of the game is to focus on maturing basic practices before adding any game changer initiatives. Talent Acquisition is a combination of giving the right sales pitch to the candidate, intuitive decision making on the cultural alignment and Algorithms to find a suitable candidate for a role. Artificial intelligence or machine learning provides only an additional layer of rich data and inferences to empower the recruiters in improving productivity and generating more predictive analysis. It won’t be able to completely remove the human element or personal touch. 

So, it’s all about ‘breaking the rules’ and thinking two steps ahead to get closer to understanding the ongoing and future talent challenges to stay ahead in the game. 

Article Source: https://www.linkedin.com/pulse/common-sense-uncommon-mantra-recruitment-5ws-amit-jain

Originally published on LinkedIn

Common sense! An uncommon mantra for Recruitment: “NINJA”

When smartphones burst on the scene sometime in 2007-2008, they chopped, kicked and body-slammed their way past the feature phones market and established themselves as the champions of the mobile world. That was probably one of the best examples of Technology Disruption that we have ever witnessed as a global phenomenon. And there have been numerous examples ever since where disruptive innovation brought about either partial or complete annihilation of existing norms.

‘Change is the only thing that remains constant’ has never been truer than today. What may have been a Fortune 500 company about a decade back may not even find mention in the entire list this year. This is just one way of seeing how critical it is to keep on evolving.

As people get more and more familiar with the latest technology, the older versions feel so cumbersome and slow that one actually wonders how we ever worked on those versions before. To explain this point further, let’s take a simple example. The Circus industry was an amazing source of family entertainment, because they offered something novel and something rare- live, wild animals performing together along with human performers. Today, rarely does a movie get released without a CFX, CGI or VFX treatment. And because we are all so used to watching digitally enhanced visuals, that the real thing – the circus- looks jaded, and boring. In fact most people have stopped going to them, not just because of animal cruelty issues, but also because today there is a mind-boggling variety of entertainment available at the same price. And so, the Circus is no longer relevant.

In today’s world, it’s imperative to stay abreast with the global practices that not only pave the way for innovation but also help in pre-empting social scenarios that may not have occurred in emerging markets yet but are already a part of day-to-day corporate decision making in developed economies. Unfortunately, not everyone believes that they need to change.

What do you think happens in HR today? Let’s take recruitment as an example. For quite a few organizations, it still operates like a support function. We fail to understand why. Recruitment may have been taught has a theoretical concept in classroom discussions and that kind of classroom learning may have worked in the past, but when you consider today’s workforce realities and the aggressive talent wars, those learnings are getting old and irrelevant. What works today is a good dose of pure “Common Sense”, which of course, is supported by scientifically-backed hiring technology.

Talent Acquisition function has evolved and improved globally with the help of tracking basic metrics. However, it is still facing challenges in terms of getting resources, hiring in time, the sheer quality of hires etc. All the organizations end up losing millions of dollars due to productivity loss because people managers waste hours on interviewing candidates.

We at PeopleStrong had faced a similar challenge and used to spend approx. 0.8 million minutes (~13000 hrs) only in interviewing candidates for our internal hiring. We realized that we couldn’t continue to operate in a traditional manner at the blistering pace at which we were growing. That is when we introduced “Ninja: No Interview job application” for hiring for one of our largest business units. We conducted position-profiling of all the roles at PeopleStrong, the competencies required for each role and its impact on the project. Then we built an online assessment tool through artificial intelligence which helped us in finding talent through different data-driven technologies. We were able to evaluate every one of the candidates based on their technical or behavioural skills through online assessments. ‘Ninja’ churned out candidate profiling on all the parameters defined for the role which provided clarity on the current competencies and flag-areas of the candidate. This technique also helped us in comparing the score of new hires vis-à-vis existing resources who were hired through same tool, something like a real-time quality hire check for the Talent Acquisition team.

It’s been a year now, and our “Ninja” has not only saved half a million dollars the process has eliminated the individual biases and the collective fear of losing talent due to erratic interviews.

Today, our talent acquisition team is able to create a talent pool which has an improved overall turn-around time and better hiring-manager experience. The quality of hires through this process is 20% better than our earlier process. Most importantly, this has increased productivity of business as well as recruiters by reducing manual intervention and dependencies.

Once again, it has proved that the thumb rule of the game is to focus on leveraging and enhancing basic practices rather than looking to introduce something new in the mix every time. In the end, it’s all about ‘breaking the rules’ and thinking two steps ahead to get closer to understanding the ongoing and future challenges and ‘making new rules’ to stay in the game through Common sense!

Artcile Source: https://www.linkedin.com/pulse/common-sense-uncommon-mantra-recruitment-ninja-amit-jain/

First published on LinkedIn