Human Capital Musings!

a peek into the human capital world…

Archive for the category “employee engagement”

Do you “manage up” as an employee?


“Managing up” could sound something akin to maneuver, and be a sycophant to the higher ups, and something which is to be abhorred.

Not really. Managing up is an important aspect of a successful career, the art by which one is clear about what makes his boss succeed in his role, which has a direct impact of his own goal accomplished. It is vital for one’s career growth, if looked from the background that unless the boss’s goals are contributed to, there is little that can be accomplished in the team.

To manage up is not about being cozy or a yes-man to the boss. It is about being genuinely concerned about the boss getting to his goals and winning post. To that extent, it means a lot about understanding his mind, knowing his challenges and pressures, how is he working or planning to get his team to win and every thing which has to do with the departmental goals.

An individual who is not concerned about his immediate boss will be working in isolation; Consider the fact that every task of yours, is on one way or other aligned to your higher ups goals, and in turn the company goals, then, there will be a clear appreciation of Managing up.

Devoid of management jargon, managing up is the right way to contribute to the boss’s success and in turn for you to move up the organization’s hierarchy.

If you are reporting to a new boss, spend considerable amount of time knowing him from the workplace perspective. Some pointers to this understanding will be

What is he set to achieve? What are his goals? Getting this insight by formal or informal discussions with his is the only way that you gain a ‘boss perspective’. This is important, and many a times, his world will be so different from your world of work.

Is he an introvert or extrovert? If he is a man of few words, then he may be tremendously focused on tasks to be done, and subsequent discussions. An extrovert may be verbose and would like to hear a lot of views on how things are and how things can be

What is his communication style? If he is a reader, then he will like detailed reports on work, and then he will proffer his views. If he is a listener, then he will call you and team for a discussion, which will be a periodical review of sorts.

Discuss and set mutual expectations time and again. What is his expectation from you – for the year, for the quarter, for the month? And in turn translate that to the micro level expectations from your team. It will help knowing the expectations threadbare, so that you look good with a winning team. And this winning is not by your measure or your bosses, your company’s measure.

Managing up just about getting a peek into the the boss’s world of work, a wonderful perspective that will aid your career, in any organization.

And finally, it is so important for the boss to behave in a way that his co-worker can indeed contribute his mite to his goals, and in turn the organisation’s goals.

Deserve to be managed up, in a word!

 

Reverse mentoring – a less used, but potent employee engagement tool.


In the human resources function, most of us must be clearly able to articulate the values of a good, institutionalized mentoring process – as  a crucial ingredient in the pie that is organization development.

With good leaders acting as mentors, the mentees – mostly team members, reportee or a colleague – get to learn new technology, a new process in the organization structure, a new and innovative way to handle customers or close a sale. An organization that fosters a good mentoring culture and environment attracts talent that prefers to learn by the day, innovate, contribute and grow in the rungs.

With mentoring having been around for a while, and widely accepted at the personal and organizational level, the benefits are there to see for all.

Not the case with the opposite – I am sure there will be a lot of disagreement here – but the fact remains that ‘reverse mentoring’ is more in theory, that in practice.

Let’s look at a simple definition of reverse mentoring…. “a younger or less experienced Executive helps a more senior manager gain insight into areas, such as computers and changing IT technology, changing mindsets & expectations of the younger generation, new business concepts, thinking out of the box etc.” (with the transforming face of the Gen Y employee, you can just re-phrase this definition in a hundred more ways!)

Going back in history, ‘reverse mentoring’ as a concept in practice, had its roots probably in GE, where Jack Welch used it as a great tool to learn about the internet, technology applications, which later went on to bring in humongous changes in the way of work at GE. Those events, were a beginning to a transformation of GE as a technology driven organization, using the power of the internet to integrate the many components of GE – productions, suppliers, sales, marketing, and customers.

That was just the beginning though. However, it has somehow stuck on that ‘reverse mentoring’ is only powerful to understand new technology, innovation, trends in vogue and so on… It is such a wrong and misconceived notion that ‘reverse mentoring’ works only for those ‘cool’ things. Nothing can be far from reality and the real power from ‘reverse mentoring’.

Whilst it could have been true in a context then and earlier, it is far from true now. In fact this view only puts a cap on the immense potential of the concept of ‘reverse mentoring’, when institutionalized as a ‘strategic component’ of OD in any company.

Some of the areas where a well thought out, planned and implemented reverse mentoring program can help are – improving the processes, raking up ethics issues, strategy and strategic direction, better quality, a honest appraisal of leadership styles, impediments to real growth, bringing in an awareness of market reality and so on. The tangible and intangible value-adds could go on and on, as much as what the organization would want to build in the process.

With senior management, CXO’s and HR grappling for innovative ways to engage the work-force (the knowledge workers!), a prudent and thoughtful integration of ‘reverse mentoring’ in the overall scheme of HR/OD plan will be a must do. It will position the employer as a place where knowledge, critical and valuable inputs from the team and every individual are valued!

This is such a powerful ’employer value proposition’ in the clutter and race for real good talent!

To make reverse mentoring work and add real value, senior line management, the HR function, the CEO/CXO level, and even the board must commit to integration of ‘reverse mentoring’ in the overall scheme of things. This is the most vital need, as without this commitment, the organization can never get the real benefits of the process. Trying to implement reverse mentoring in isolation is as good as it not done at all.

Some steps that can make “reverse mentoring’ really work:

1. The HR/OD team works and gets a buy in for institutionalizing reverse mentoring in the overall scheme of things.
2. The team also gets a ‘reverse mentoring’ manual done, so that, when circulated, the manual makes clear what the process is, what the intent is, how everyone in the team, and in turn the organization can benefit.
3. Each individual program is documented as much by the reverse mentors and mentees; this brings in an element of measurement and seriousness to the program.
4. HR creates a mechanism for monitoring the progress or otherwise of the program. This can be spread across various functional areas, by bringing in the line management into the monitoring process.
5. Get the line management’s trust and confidence in each stage.
6. Identify the blocks to the process in the organization, and work on education/confidence building measures as the need may be.
7. Over a period, measure what positive difference the ‘reverse mentoring’ program’ has given the organization.

This is not an exhaustive and a perfect list. At best this can be a broad guideline; each organization must work with commitment on their own program that will work best for them!

‘Reverse mentoring’, if committed to, can be such a powerful ‘talent attraction’ tool, employee engagement tool, and ’employer brand proposition’. Isn’t it? And if yes, are we doing it in our workplaces??

 

Employee engagement and Leadership.


As a HR learner, I only keep on re-stating the fact that good engagement is just not about the cosmetics of some HR function initiatives – yes those initiatives do help to increase or better EE.

That said, unless the style of leadership is one that is intent on fostering a great workplace for the team, then no amount of other initiatives can save the day in bettering EE at that workplace.

This is also re-iterated in the article on building a sustainable engagement strategy by good friend Abhishek Mittal of Towers Watson, Singapore.

Two key takeaways from this work from the HR/EE perspective are enablement and energy. From a personal view point I would rate energy as the number one priority, and enablement later.

While what HR folks commonly call as a great work environment is a combination of numerous factors within the organisational framework, the crucial software in this whole application is the ‘leadership’ disk!

Keep all the other facilities which HR assiduously puts in place, but just remove the software of good leadership – the carefully cooked EE pie will crumble.

Energy and enablement are the direct results of a great leader for the different groups within the organisation.

This is easily evident, yet most of our organisations lack the HR framework to address this important people issue – in fact it goes to the extent of some of us assuming that – where there is the lack of an enabling and energizing leader, other elements in canvas – like compensation, additional responsibilities, better role, career path etc – will catalyze EE.

This is not true; and yet it seems to be least realised in our efforts of building a holistic EE program.

Energize and enablement are just a direct fallout of the leaders at different levels within the organisation. Not an inch more.

Its HR’s responsibility to make sure that necessary training and re-training initiatives are built in to make sure that a majority of the leaders can energize and enable. Sans this, all other investments in a robust EE program will just be an exercise in vain.

The question really is – how many of us in HR are willing to accept this, and work hard on making better leaders out of our people?!

(A note of thanks to Abhiskek Mittal for his insights).

Know-all leadership!?


How many times, or how often do your see leaders at workplaces impose themselves by virtue of the position they hold? Quite often, if my own experiences are a  reflection of reality!

Little do such leaders realise that leadership, as a trait, is the ability to command respect not by virtue of the position they hold in the hierarchy, BUT, by the extent of knowledge sharing and value add they bring in to the team, and in turn to the organisation.

I must also add that many leaders have a great bouquet of positive leadership qualities that would be a great asset to the organistion – yet this habit of being a ‘i know all, you seldom know’ person fades all the best of other qualities in the persons leadership armor!

The composition of any team is essentially heterogenic. However homogenous and seamless HR or the organisation would want the team to be, it so happens that mostly, the process ends up in a team that is diverse and heterogenic.

This is so much true with peers at the same level, and in the same role in a team; and the leader of this diverse team has to possess the most balanced persona, to make sure that he gets the best out of this team, and also makes sure that the goals of the organisation and division are met.

Yet, many leaders lose this point completely. The attitude they carry to the team is “look, I am your boss”. Although they may not say this explicitly do this, they re-ierate this time and again, day in and day out, by their behavior, by the kind of language they use, and also in the way they constantly tell the team that they are leaders by virtue of their knowledge, and so it is they who know the most and best!”

This again is due to the fallacious assumption that the team is essentially less knowledgeable, and less learnt that the person who is leading, the so called ‘designated boss’.

Leaders must understand that this is the worst assumption they can make! And when you think that you are the best, the team does not co-create anything at all – mainly because, whatever they do, and create – the enviroment to make things bloom is not provided by the leader.

Such a mindset is a block for all forms of constructive action in the team, and will result in the best performers/potential resources in the team quitely walk away to better pastures.

So, are you a leader, who thinks that you know-all? And worse, send those vibes constantly to your team?

It is time you got aware of this singular negative behavioral trait and worked to overcome it.

Not just your team or organisation, even your career will take powerful wings!

Is your employer branding for real??


Honestly, am pretty tired of so many surveys and writings on why an employee will stay engaged in a company. Volumes of analyses are penned on why the employees need to be engaged with the best practices, contemporary practices, and ‘designer’ employee retention tools which are a great tool in the armor of the employer brand.

But, let me bluntly put across a few things which makes the employee hang on, and why he will not look elsewhere to do the same job.

  1. treatment with dignity – this is the bedrock. you do the best of practices and yet have a jerk as a manager in one of the functions, who loves and lives by stamping on the ego and dignity of his colleague, then with all the cosmetic engagement tools, you are not going to retain a soul, a good employee. so, spot the jerks today, and do something about their behavioral change if you can – a great service to your employer brand.
  2. a role appropriate to the skills and competencies – how many times does your HR/line/recruitment function jump and say “here’s a great talent”.. and you go ahead and hire the person just for the heck of showing the world that your ’employer brand’ is capable of attracting the best of talent out there. without any sense of what role and responsibility you will give the person – in your present and future ‘scheme’ of things? if there is nothing like that, then your ’employer brand’ is not just ruining another career, and even worse self-inflicting a blow on the face of your brand. so, think of a proper plan before you want to go out and get the best of talent – is your brand ready for such great talent?
  3. great talent is never retained by frivolous engagement tools. period. at best, the buzz you build around the ’employer brand’ with such fun tools may last for a month or so. even that, in this information age, is a stretch. great talent looks for real ‘meat’ in the job content, in the career path, in the span of control and challenges – besides off-course the best of money. notice that money will mostly come in the bottom of the aspiration ladder for someone who is serous about ‘growing’ a career. so, pay attention to the ‘meat’ your employer brand can proffer and spice it up with the money. as you will know, just the spice sans the ‘content’ food will be inedible and propel attrition, no matter what you do.
  4. is your employer brand a school of learning, and the best in that – most organisations which win the serious employer brand surveys are there mainly because they are solid learning grounds. every person who stays with you wants to grow, intellectually as well. and most times, people exit the organisation getting tired of doing the same thing, in the same way everyday. there is nothing called learning in your brand – if that is the case, then all the buzz you create around the employer brand will fizzle out in no time.
  5. work life balance – in this wired world, as we all get more connected, and telecommuting is the order of the day, it is no surprise that what is hit most is work-life balance. technology is meant to ease our lives, and help us get more productive; yet in reality the opposite has happened. our handheld work devices have got to our bedroom and kitchen – every ring or buzz hits the nerve even at home. it is time great employer brands offer real work life balance – to take it further, i would opine that today’s employer brands must have a documented work-life balance policy, which clearly facilitates each employee in being a balanced person (i have taken it too far? 🙂
These things have to be ingredients of your employer brand. If they are not, a whole lot of other ‘stuff’ will not serve the purpose of enhancing your brand value, other than just getting your some ‘news’ as a best ranked employer!

All the best for your ’employer branding’ life cycle.

Feedback to candidates… Do we care more or less?


Just get into the candidate’s shoes or wear his hat.

X Consultant solicited your professional resume for a job which you were not desparate; the person – consultant – who spoke to you assured that this is the best that could happen to you in your career. With an afterthought, you consented. A fortnight later, you call him up. He is busy in a meeting, unwell, or there is no response!

How does it feel? And would you ever go back again, to such a consultant? But day in and day out that is what most of us in the headhunting business do!

And that precisely is the reason that you don’t seem to build the kind of fabulous network that a winning recruiter does and wins too!!

Never be hesitant to get back to a job-seeker, with a feedback that is status quoist or even negative. Remember, the cause is none of your fault!

It is just that there was a mismatch between what the organization sought and what the jobseeker was able to offer on the table (just the interview table!) And how many job-seekers you think will take offense by your honest communication? None at all! In fact, the tendency would be to tell you, “its ok, please let me know when there is another opportunity!”

That sets the chain going! So make this a promise to you!! Never ever keep a candidate in the dark about the status! And here, you do not need to worry about one, who is getting through to the next round or gets the job offer! To him, you will anyway communicate as it is in your interest (and bill)! Take more care of the person, who did not get through with this client!! Tell him, this is what the client felt, this is where things went wrong or just that there was someone better! Or just that the company had nothing to communicate back on his candidature!!

A saner person understands… even if not at that moment you communicate, later when he broods on the matter!!

The successful recruiter will be one who reverts to each of his candidates with a timely feedback!! Scan through or speak to anyone in the recruitment fraternity and they would testify this fact!!

So, to how many of your candidate referrals did you speak today with a honest and timely feedback?? Take a few minutes off, and do it now! Be assured it will be worth the time you spend weighed in gold!!

Teamwork tips… can be used in HR programs!


Teamwork is not rocket science, and mostly a matter of common sense. Here are 50 simple but powerful ways you could make teamwork work.

1.    Act with integrity; this is one quality that will make a great team.
2.    Credibility as a team-leader is mostly as good as only it is perceived. So       display credibility and act with credibility.
3.    Walk the talk; you get judged well only when you walk the talk. Example: if you are asking for quality work, it’s a given that you also would do the same. Doing the other way destroys credibility.
4.    Be enthusiastic; encourage the team to be enthusiastic as well.
5.    Never hire in haste, which makes waste.
6.    Educate the team on who your customer is, who your competition is.
7.    Create a mechanism to know what is happening in competition.
8.    Let the team know that the customer is supreme, and he is your most important asset.
9.    Give no room for politics in your team. At the hint of it, stem it at the root; and exhibit the fact that politicking is a strict no-no.
10.    Communicate personally as often as possible; use the phone; only re-iterate in written communication.
11.    Smile and laugh in the team, work need not be serious as most of us would think it to be.
12.    Share the joy of any of your team-members.
13.    Share and partake in their sorrows. Give a helping hand, in whichever way you can when a need arises.
14.    Make the team workplace a fun place to be; again laugh and smile.
15.    Show the team member how happy you are to have him/her in the team.
16.    Celebrate each of your team-members birthdays, anniversary… pass on gifts voluntarily.
17.    Have a vision statement for the team; in line with the organization’s vision statement.
18.    Make the purpose of the team clear – it could be revenues, number of customers, turn around time, producing so many units… whatever.
19.    Let this purpose be written down and shared amongst all team members.
20.    Set individual goals clearly – leave no ambiguity in this – make it measurable for them as well as you.
21.    Clear state the expected quality of work, and quantity of work – on a day, for  a week, for the month, and for the year.
22.    Go out of your way to help a team member reach the stated goal.
23.    Make each of them feel that he/she can confide in you.
24.    Understand and talk to them of their job-goals and career goals.
25.    Make learning a team habit. Encourage learning in any form.
26.    Train the team in relevant and contemporary work skills.
27.    Build the team on the strength of his/her personal qualities.
28.    Don’t brood on their weaknesses. Or pass comments on them.
29.    Make them aware of the business opportunities and threats, and the way to remain in a position of advantage.
30.    Build a lot of fun around the goals…  make work interesting…..
31.    Celebrate small milestones, by any team member, and shower praises in public
32.    Celebrate and reward team ideas, which would bring in better results, fresh insights, and knowledge to all – and celebrate this each and every time.
33.    Discourage yes-men. If two people agreed on everything, then one of them is redundant.
34.    Show the team members a growth path – a path that would be intertwined with positive contribution.
35.    Reward excellence. Abhor mediocrity.
36.    Do not reprimand team members. Grown ups don’t need to be reprimanded; they only need to be counseled or advised.
37.    Allow people to make mistakes, which are the only way you get a learning team. Sans mistakes, no new things are going to happen.
38.    Make corrections well in time; not once in a blue moon. Once in a blue moon corrections upset the person, you and the team objectives.
39.    Evince interest in each individual; know them a little more than professionally – their family, their interests, passion, hobbies etc.
40.    Go for lunch once a week outside the office campus; this is by far the best way to bond.
41.    Get the families of teams together once a month. If the teams are cross location, make it at least once in a quarter.
42.    Be transparent and rational in all decision making.
43.    Be objective and not subjective in any of your deeds at work, and related to work.
44.    Make incentive plans objective, simple and clear. Complicated plans lead to a lack of uniform understanding across the team. This colors judgment, and defeats the team spirit.
45.    Take personal interest to ensure that all pay-out timelines are adhered to by the organization and the divisions.
46.    State clearly that a performer would have a soft corner, and would be rewarded.
47.    Reward performers often. And for the accomplishments.
48.    Keep team meetings brief, and with a stated objective and agenda.
49.    Do not meet formally without a written agenda circulated.
50.    Build in a surprise element in rewards for small wins – this could be internal or external to the organization – could be a new client acquired, a new proposal, a cost saving measure, a new idea, whatever…

Do you hire from your direct competition?


It’s now common, and rather inevitable, to poach from your direct competition. However, there are a few things you must remember…

1. Never start with ‘your company is in dumps…’. The candidate is willing to look at you precisely because of some perception close to that or any issue which may not be in the open… Re-iterate as to how life can be better in your place, rather than speaking the load of negatives about competition…. throwing negatives reflects badly on the quality of your HR function…!

2. Engage only in a relevant conversation, from the specific prospective employee point of view. Statements like ‘xyzee from your place came at our terms etc’ would only get you desperadoes’ and not the real stars… Remember, you are not a savior, and you want them for a business objective too.

3. Listen to the prospective employee point of view, instead of mouthing platitudes on how your company got people cheap… What if the prospective employee retorts ‘you pay peanuts, you get monkeys.. uh…’?!

4. Showcase as to why you are good, and not as to why the other company is bad. The employee comes from there, and has no need to hear his present company information from you.

5. Clarify roles and responsibilities, instead of only sounding like buying ‘human vegetables’. That is HR at its pits, and is a bad reflection of how you value people.

6. By taking names, of whom you got for how much, you drive the prospective employee to more comparison which could lead to inequity thoughts, and that would only harm your company interests… plus now those who have come in are ‘your employees’, and whatever you did and do, directly speaks volumes about your quality of hiring.

7. A simple “this is the best we can pay in your case” is good for everyone. Don’t throw open a pandora’s box by mentioning all irrelevant data.

8. Remember, you hire people for your company growth. If that is not the pivot, then you are harming careers, and also you company.

9. Good prospective employees are smart candidates… think otherwise, the cream will never fall for you verbal innuendo. And no book in HR advises innuendo as a prudent hiring practice.

10. Allow the prospective employee to speak, and for god sake, you listen. As they always say, two ears are to listen that much more, that speaking with one mouth. And if it’s a telephonic conversation, you have to listen that much more.

Remember, the prospective candidate, in these few conversations, sees you as a brand ambassador. And HR is indeed the best brand ambassador for your organisation.

Musing on HR Communication.


I am one of the strong proponents of a strong HR Communication function as an integral part of the overall HR organisation. I also think that with the advent and integration of social media and the likes, and the age of the over-informed employee, it is only a prerequisite for an agile and successful HR function.

Some of my reasons for thinking so…

  • There is no denial that the HR leader and those in HR would be equipped by them self to inform the stakeholders about what is relevant and what HR deems as significant. This is now mostly restricted to HR operations, HR administration and EE related info. But given the constraint of time and ‘resources’, most of the times there is no emphasis on the import of a proper communication design. Having one by making the HR Communications pro take charge, will only greatly enhance the image of the HR function – this over a period of time. HR, as the proponents of the ‘employer brand’ MUST also ensure that even in the mundane, excellent standards and style of communication is in place. Who else  but a professional who is a combination of a HR and a communications pro to usher in this ‘best practice.
  • While HR facilitate the entire gamut of activities on the people front – from pre-entry to post-exit, a lot of times, even the best of ‘employer brands’ tend to screw up and self inflict ‘brand image’ injuries on themself, just because they are not equipped to deliver the right ‘communication’ – not the verbal stuff, but by the letters, mails etc. The HR Communications pro will take up the task of creating task specific communication templates (not static, but dynamic and audience specific).
  • HR is yet, by and large seen as the facilitator to the line management on a whole lot of people related activities – recruitment,  T and D, performance management, and so on. A well rounded HR Communications pro, who is fully conversant with the org and its HR, will be the best person to ensure that the ‘perception’ of the line management towards HR as a facilitator moves up the ladder. While the people in the core HR function can be seen as ‘content’ and the HR Communications pro ought to be the ‘delivery’ channel for HR.

Like can be seen above, the HR Communications professional who is an integral part of the HR team, can add a lot more ‘perceived’ and ‘tangible’ value to the HR Organisation – mentioned above is just a sampling of the value add.

To the question as to why the corporate communications or PR function of the organisation is not enough to add this value – the answer is this:

In most cases they are more glued on to macro image management, internally and externally – that may or may not have a desired impact with the employee and all the stakeholders. Also remains the fact that, the PR/corp comm people are fully engaged only in media related communication, which add only ‘leadership image’ value.

The HR Communication professional is the one who could play a great role in the ‘employer branding’ internally. And that can only add to all the buzz of ‘external branding’.

Its akin to creating the internal walk for the external talk.

Organisations successfully ‘walk the talk’ if a HR Communications pro is in place.

Stability or competence.. what would you say?


Few days ago,  someone had called me to get my opinion on which I would think is the deciding factor in getting someone for a role with my client organisation.

My reply was  – while I may personally opine that competency is of paramount importance and will score over stability, other things remaining the same, most of my clients would indeed feel uncomfortable sharing that view of mine. And so, from a client perspective, stability scores over competence…. Yes, most of my clients would rather appoint a more stable candidate than someone who could deliver much better. Period.

That said, it also made me think as to why most clients  – and assuming that these are just a sample of the whole universe – most organisations prefer to bet safe on a seemingly ‘stable’ person, leaving competence behind in the hiring process.

Could it be because of the following?

  1. The persons responsible for the hire prefer a safe bet, someone who has just been an ok and average performer, who will stay on for a while, thus proving the hirer right from having gotten a stable candidate onboard.
  2. The opposite of this – what if the decision to hire the more competent person happens to boomerang? What if he does not adopt and settle into the ‘culture’ of the current team (which is almost always masqueraded as organisation culture).
  3. Having someone who is extremely competent would means that there is a possibility that the incumbent is the smartest of the lot, and would upset the apple-cart for a whole lot of folks who are a product of the current ‘comfort zone’!
  4. Justifying the cost of the hire becomes much easier when the person hangs on for long, than otherwise. Apart from the cost of hire, numerous other HR metrics would look so good in the name of stability – cost of rehire, attrition and so on… ….expect offcourse the revenue/employee which could have been much  better with a more competent hire.

This is just a sample of what might contribute the right hire strategy of the organisation.

Little does the organisation or the HR therein realise that to have someone more competent – there also would be a need to work on appropriate engagement and ‘stay’ strategies – and this would indeed call for a little more proactive and evolved HR/leadership – than that may be needed to sustain a ‘stable’ employee.

Surprisingly, in the name of stability, is it the right thing to overlook what could have been the opportunity ‘revenue’ impact of the organisation in having someone more competent, even if it is for a lesser period of time – compare this with the ‘average’ revenues with stable employees.

And with the new gen workforce which is dynamic and organisationally ‘ephemeral’, I only think the organisations that advocate stability over competence will be the losers!

What do you think?

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