Someone said, “Be quick, but don’t hurry.” It’s time that we remind ourselves of this adage. We are a recruitment company; every day we speak to jobseekers – active as well as passive ones. We have been noticing a consistent fall in patience and accommodative stance among people when the workplace environment isn’t up to one’s liking. People are quick to decide that they must move on and act swiftly even if the job is just a few months old.

Hot labour markets

Many parts of the economy have been growing and thus, companies have been looking for new people all the time. Secondly, the business environment is dynamic and thus, some skills are no more in demand while new skills are sought after. As a result, companies have been letting go of people who are no more suitable for their context; at the same time, they are upskilling the existing employees and adding new ones. Thus, there is always a demand for talent with new-age skills. Thirdly, job hunting has become easier than ever before given the fact that all the open jobs in the market are published openly on the internet, the social media and are easily sent directly to the mobile phones of potential candidates in a targeted manner; moreover, the remote working model allows employees with the flexibility to access such information conveniently. Each job switch is accompanied by a hike in compensation. Who doesn’t want more money?

Comfort with job hopping

Socio-cultural changes have made us believe that we must move fast in anything that we do and we expect results quickly. So, employees are unwilling to put up with situations that they believe are unfair or unacceptable to them, even if they are clear that the situations are short-lived.

Sometimes, there are difficult circumstances in one’s life and one is unable to sail on two boats simultaneously. In the past, employees tried to make compromises and create alternate arrangements to tide over the situation. Currently, many people choose to call it quits and prioritise resolving the challenges in their personal life. They confidently get back to employment after the dust settles down in their lives. Walking away from a job is no more a disgrace or a taboo.

Employers have been adapting their expectations accordingly as well; they do not fret much in the recruitment process if someone has moved jobs more frequently than what they have seen in the past. This gives one the confidence that one would not be at a disadvantage while hunting for another job and hence, must be bold to quit quickly if the situation warrants.

What can employers do?

Many a time, an employee feels disappointed and frustrated when there is a gap between expectation and reality. It is natural for any well-meaning individual to be expecting a few things about the workplace, its culture and the deliverables of the role. Organisations while dealing with the war for talent and the uncertainties in the market, move rapidly through the recruitment process and hence, do not put adequate efforts into assessing the fitment, setting expectations, and inducting the person into the company’s culture and vision. The recruiters take shortcuts to get a person on board soon. However, in a matter of a few weeks, the new joiner discovers many aspects of the workplace that he or she dislikes and possibly had expectations that are contrary to reality. The dissonance keeps growing and leads to an unexpected separation.

Leaders have to sensitise their folks across the supervisory layers in the pyramid to make sure that the assessment is done right, expectations are set right and the induction is done properly. This is easier said than done. To prevent quick quitting and hence, preventing the loss of reputation, time, energy and resources, leadership behaviours have to improve and adequate care has to be taken to hire right and induct right.

The post The Curious Case of Quick Quitting appeared first on CIEL HR.

Cut attrition or Raise retention?

Organisations and their leaders are worried after seeing attrition numbers higher than ever before. Instinctively, the HR team thinks of ways to cut attrition. Most commonly, one reviews the salaries and benefits to introduce features like retention bonuses, variable pay and stock options, engage in various reactive steps such as career conversations, training and development programmes and team-building activities. Despite these efforts, one does not see a drastic impact on curbing attrition in the long term.

Rather, one should think of efforts to boost retention by understanding the drivers better and making interventions for those drivers. These typically provide a long-term impact and make the employer brand stronger. We know the set of factors that drive employees to keep staying in an organisation; however, in recent times, there have been a few major shifts and the leadership team has to take cognisance of the changes.

For example, factors like flexibility, competitive rewards and leadership behaviours have become more significant than ever before. Hence, we have to work on all these factors rather than working on solutions that we used in the past.

Triad of Purpose, Values and Leadership Behaviours

As socio-economic changes have been taking place in India, most families are no more worried about the basic needs of living. Their needs are now anchored on factors like creating an impact in the society, having an enriching and meaningful relationship with colleagues at work, getting recognised for one’s contribution and potential and winning the trust and confidence of others at work. In this context, leaders need to take a hard look at the way their organisation is delivering on these aspects.

Youngsters irrespective of the job role and level in an organisation are asking and wondering if their organisation is creating an impact in this world, building a reputation and earning accolades for the products and solutions it delivers. Organisations normally have a tagline describing their purpose and they define the values which act as the guiding rails for them while they go about fulfilling their purpose. We must go to the employees and enquire if they know why their organisation exists and if the purpose is inspirational. If many employees do not relate to the purpose and feel inspired by it, the writing on the wall is that the organisation would not go the distance.

Values are very important decision criteria for employees today. They are looking for clear values and a consistent experience around these. An organisation could be collaborative while another could be competitive, though both of them are in the same space. Similarly, one can be innovative while another could be process-centric. An employee looking for an innovative environment will find it hard to work in a company which thrives on discipline and rigorous implementation. Do companies at the time of recruiting, take care to check for alignment of the prospective employee with the organisation’s values? Similarly, at the time of promotion, do companies check if the person is well-aligned with the company’s values and demonstrates them consistently?

Consistency and alignment of leadership behaviours

Organisations have multiple leaders across levels, functions and locations. Hence, it is not easy to get all of them to behave consistently with a high degree of alignment. In current times, some employees work remotely, some in a hybrid manner and the others distributed across multiple locations. Moreover, the workforce is a blend of permanent employees, outsourced, contractual, casual and gig workers.

Given these complexities of the workforce composition and their expectations of alignment with the company’s values and purpose, it subjects an organisation to a very high order of challenges. The leaders have to demonstrate the values of the organisation through their behaviours consistently.

The post #GetTheBestOutofUs: How Employees are Looking for Value in a Job appeared first on CIEL HR.

Context: Great Resignation

Acquiring new talent is one of the commonest tools used by companies to grab the opportunities the market presents them with. Secondly, given the current investment climate, many companies have rich coffers and are in a hurry to deploy those funds to go to market fast and grow their market share. This has resulted in fierce competition among employers to attract and retain talent. These companies have many more jobs open than they ever had in the past. For the jobseekers with skills matching the demand of these fast-growing sectors, it is a situation of plenty.

Moreover, new-found remote working and virtual methods make it very easy for candidates to explore job opportunities in the market. In a demand-led market, the supply side tries to maximise the returns for itself. Hence, it is natural to expect that salaries go up and candidates will trade offers from competing employers.

According to a Gallup study, half of the workers in the US are following the open job roles or actively searching for jobs and 60% of the millennials are open to new opportunities. These are largely in the roles of technology – new tools and methodologies to drive efficiencies and adapt to the new world of working remotely, shopping online, e-sports, new ways of entertainment and the like.

Companies are challenged to innovate and adapt to the new reality. Despite their best efforts, they have been losing people. This is the time of great resignation.

Let’s embrace this new reality

Traditionally, businesses raised their eyebrows and despised profiles with frequent job changes. They believed, job-hoppers are impractical and inflexible; lack adaptability; are not adequately seasoned and hence, lack the depth of experience.

Currently, candidates are surrounded by multiple stimuli and attractive job offers; our social environment encourages quick decisions and fast-paced growth. So we see employees taking quick decisions to leave as soon as they face discomfort in their job even if it is not too intense or they see greener pastures elsewhere. This is a new reality that business leaders and HR teams have to embrace.

Job hoppers are not necessarily what we believed in the past; we have to listen to the candidate empathetically and determine if the person is habitually impulsive, generally inflexible and shy of facing challenges or was a victim of the situation. We have to deep-dive, peel the onion layer by layer to know the personality traits. This is a higher-order challenge in recruitment and selection; leaders who are selecting people for their teams need to embrace the reality that job hoppers aren’t misfits and upgrade their skills in selecting the right candidates.

We have to grow with job hoppers!

There is no choice! We have to take several steps proactively rather than react to situations. What could they be?

We spoke of the right selection already. Secondly, we need to make sure that our employees have the trust in our HR team that their voices are welcome, heard and acted upon. Often employees do not think that their feelings of discomfort aren’t welcome and hence, they should do whatever best they can. They spread the word about their negative experience, distance themselves from the long-term goals of the company, lessen their efforts in achieving the short-term objectives and start hurting the organisation. This is a vicious circle that any organisation has to protect itself against.

Most people around us are looking for instant gratification, quick results and timely feedback. Hence, the organisation has to build a culture of transparency, frequent communication, recognise good work and quick feedback. In order to achieve this, leaders have to take a deep interest in their team members, build a personal rapport with them, co-create the solutions needed at work and genuinely care for their lives at work as well as home. They have to understand the ambitions of their team members, gently shape those and be honest in mentoring their team members in shaping their careers.

We have to embrace reality and adapt our ways of dealing with them rather than being imprisoned by our past experiences.

The post #BuildingTomorrow: Growing a Company with Job Hoppers appeared first on CIEL HR.

Understanding the context

The disruptions are on multiple counts – some industry sectors such as hospitality, tourism, retail and the like are yet to get back to pre-pandemic situations. Some employees are yet to come to terms with the loss of human lives they have witnessed around them and want to lead their lives in a place that seems more secure for them; they are leaving their regular jobs to take up assignments that pay them poorly. And at the same time, companies in the sectors such as technology have several positions open, are in a big hurry to fill those roles because their investors want them to deliver revenues quickly and are willing to go to a great length in attracting people. As a result, there is huge mobility of people across companies. This is the time of ‘Great Resignation’

Possibly the leaders are caught up in solving the challenges posed by the uncertain and volatile environment and fast-paced aggression from the competing forces in the market. Hence, they are unable to engage with the workforce enough and nurture the social capital they built in the past. Hence, employees are willing to move out to pastures that look greener and more exciting in terms of pay and a few other novelty factors. What can leaders do to attract the right talent?

Knowing what one is known for

All of us know that our workforce is composed of a significant number of young people who seek quicker feedback, clarity of purpose, independence, transparent communication and empowerment. To succeed now, we have to make sure that our leaders are transparent, our communication is clear and timely; the feedback has to be quick and we have to give them the freedom and the space to perform their tasks. These have to be the elements of culture in an organisation, almost like the hygiene factors. We cannot highlight these in our employee value proposition. We need to be more discerning in bringing out our speciality. Else we will drown in the crowd and not be able to draw the right people to our organisation.

This is easier said than done. Ideally, a team with sharp attention to detail have to observe the behaviours of managers and team members in various parts of the organisation to define the special characteristics. Statements and opinions by the management team and HR team are at best claims and intents.

In today’s hyper-connected world, employees – current and past, candidates interviewed in the past, vendors and partners who have experienced the behaviours of some employees and the customers who avail services and buy the company’s products spread the word about the company. If there is a gap between the claims and intents expressed by the company’s representatives and the experiences described by the other stakeholders, employer branding takes a beating.

Hance, leaders have to keep their eyes and ears grounded, know what they truly stand for and make sure that their behaviours each day reflect what they truly stand for. If there are differences, they have to re-examine their beliefs about what they stand for and transform if there is a need.

Building the practices right and following them rigorously

The value proposition needs to be communicated to candidates and potential employees. If an organisation works with multiple recruiters, it is a challenge to communicate the story consistently. We need to recruiter to understand the purpose, recent achievements and immediate priorities; keep them in the context while telling the story compellingly. Companies undermine the import of this aspect often.

Secondly, the people involved in sourcing, screening and assessing (SSA) the candidates need to look for the same set of parameters. They need to know the tools to use; the behavioural indicators to look for and the contra indicators to be watchful for. Sometimes, the people involved in the SSA steps inject their own biases related to educational institutes, qualification, company pedigree, family background, prior relationships, hobbies, interests and many such. Often organisations do not have this piece in utter chaos.

Last but not the least, we need to be cognizant of the contemporary pressures and trends. For example, as we speak, employees are seeking flexibility, attracted towards an environment that deploys technology, promotes camaraderie, pays fairly, respects professional stature and so on. We need to make sure that our practices tick all these boxes.

The great talent war is acutely competitive now. We have to prepare well and battle hard.

Are you looking to hire new talent for your startup but worried about the consulting fees? Find Right Talent with CIEL Rapid.

Read also:

• 9 Essential tips to select the best placement agency in India
• Why is a recruitment agency better suited to find the perfect candidate for your business?
• How do Recruitment agencies work?
• Recruiting trends in 2019
• How SMEs can Hire Fast and Hire Right
• 3 Ways You Can Reinvent Your Recruitment Strategy Without Looking Like An Amateur
• 5 Ways to Incorporate Video Into Your Recruiting Strategy
• Key to Attracting the Right Talent
• How different is hiring for Startups?
• Hiring Right Talent is an Art
• Guide for Hiring Talent

The post #BuildingTomorrow: Key to Attracting the Right Talent appeared first on CIEL HR.

Howard Scultz famously commented about attrition in customer traffic to Starbucks, “I don’t want to use the economy, commodity prices or consumer confidence as an excuse. We must maintain a value proposition to our customers as well as differentiate the Starbucks Experience.”

Organizations normally find reasons of attrition outside their organization. They attribute the reasons to war for talent, greed for money, industry trends and so on. While these are relevant factors and impact an organization’s ability to retain its talent, there must be something that an organization must do to retain its folks.

Getting the right people on board

Every organization has its own context; their employees need to match this context well. Normally, recruitment processes look for specific experience and evaluate proficiency levels on specific skillsets. They keep in mind the budget available for the role and a match between preferences of the candidate with those of the interviewers.

Many a times we see interviewers and recruiters drop the rigour in checking these matches diligently. As a result, they end up hiring people who do not meet the requirements in one or more of the three areas : skills, experience and individual preferences. Soon enough, the mismatches become apparent paving the way for attrition, voluntary or otherwise.

Other than the above three areas, there are a few critical aspects which normally assume lesser importance. We need to organize our priorities right.

Each person has a unique personality profile which guides one to behave in a certain way. Hence, employees take actions, make decisions and react to a situation differently. Unless members of a team share the same fundamental belief, there is too much of diversity leading to distractions and avoidable disruptions in running a business. We must get the right people on board else there is too much of stress on the system.

Hence, the organization has to define the desired personality profile for a role and it has to look for a match with that of a prospective employee. Like individuals have varying profiles, organizations exhibit the same and hence, the profile expectations of all organizations working in the same industry sector need not be the same.

Enable them

After the getting the right people on board, we have to nurture them well so that they deliver the desired impact.

All of us have our inherent strengths and limitations. However, these do not singularly determine the effectiveness of an employee in the organization. Rather it is the enabling infrastructure that is the most important factor that determines the success.

The systems, processes, team environment, the norms and practices at the workplace determine if an employee is excited to go to work each day and determined to give his or her best. Leaders have to put their ears to the ground and listen to the signals emanating from there. They need to see if the practices at work are relevant for their environment and appropriately enabling.

Adults look for freedom, recognition and a purpose that is worthwhile to pursue. These are true universally. Organizations need to provide these in the right doses so that the employees have a sense of achievement, feel happy to come to work and do not see the reason for exploring new opportunities. They hope for a brighter future.

Organizations need to design the work in such a way that the tasks are interesting and meaningful. For each role, measures of success need to be defined and enough care is given to help them emerge successful. Very rarely, teams succeed when they work in silos. Organizations have to facilitate collaboration and promote team spirit. Norms of competition and collaboration have to be well understood by the employees. Positive energy and optimism drive an organization forward. Hence, it is important to build the right environment to enable superior performance.

Show the future

It is not enough to select the right person and enable him or her to get the desired outcome. All of us do not live exclusively in the present; we think about the days in future and plan for it though it is uncertain and unpredictable.

Organizations have to similarly plan for the future and articulate the image. They need to show a way that is compelling for the employees to develop and move into the bigger roles in the future. Often organizations fail to plan explicitly; even if they do, the plan is not meaningful enough to share with the employees. They need to have a clear idea of their career path and must find it attractive to stay invested in the current organization.

Like Howard Schultz said, organizations need not seek refuge in external factors to justify the attrition rate; rather they need to get the right talent on board, enable them and show them the future path.

The post 3 Ways to reduce employee attrition appeared first on CIEL HR.

“Parting is such sweet sorrow”, said William Shakespeare. Indeed, a deep comment!

Human beings love certainty; especially when the going is good, why should one think of rocking the boat? However, for each one of us, there is a time to say ‘goodbye’ and say ‘hello’ again. Like a child completes kindergarten school and moves on to primary school, we have to keep moving from one rung to another. It need not be a vertical climb from a lower rung to an upper rung always but we need some movement from time to time so that we get a fresh dose of energy and drive.

Life is melody when we love our job

We look forward to a new day at work when the work is interesting, the boss is supportive, the work environment is encouraging and the colleagues are people that we like to be associated ourselves. Over a period of time, we grow our relationships and start treasuring them or otherwise. An HBR article talks about a job that we love and draws a parallel with romance.

Not many of us are lucky to have a job that we love. Recent global research shows, employees are only moderately engaged with their organizations and leaders in countries like India, China, US and Canada, see this as one of their Top 3 challenges to be solved urgently. This is extremely critical for organizational success especially because we need employees to quickly adapt to volatile situations, solve problems proactively.

This underlines the point, a large number of us do not love our jobs though the employers have been trying to get us engaged and committed.

We have to evolve

As much we look to have a job that we love and develop a strong association with it, life takes its own course. Sometimes, it’s our ignorance or lack of adaptability that we fail to lap it up and take it in our stride. Notwithstanding these situations, many of us have jobs that we love dearly, we perform well day in, day out and receive appropriate amount of recognition. Life is a melody! However, we have to think of the future and unleash our potential. When going is good, it is worth introspecting if I am developing my capability to take on bigger roles and deliver greater impact. When the child does well in primary school, we do not keep her in primary levels for ever. When a CFO does well in the role and has possibly attained the heights that the environment could potentially provide, one has to look at greener pastures. We have to evolve!

Say hello again!

It is not an easy decision to firm up the time for uprooting oneself from the comfort zone. Due to our love for stability and equilibrium, we grow a fear of unknown and stay away from the risks associated with a new job, unexplored environment and unknown boss.

Sometimes people take the risk and jump into a new job, but it turns out to be a bad move. We have heard many such stories. These are enough to discourage one from moving out of the familiar land. We believe in the old adage, a known devil is better than an unknown angel. At the same time, we know of cases where people have taken the risk and created great impact for themselves and the society.

We have to introspect if we are adding value to ourselves with each passing year, delivering greater impact each year and there is a long enough runway ahead to roll before we take off. Moreover, one needs to deeply ask the question if one’s heart lies in what’s happening every day at work and one is measuring up to one’s own expectations. If answers to these questions are ‘YES’, then life is a melody and one can just keep enjoying the experience. Else, it’s time to say ‘hello’ to a new day. Unless one takes the step away from the safe harbour, it could be stunting one’s growth and inviting despair for the future.

The post Should you leave a job you love? appeared first on CIEL HR.

People change jobs. Head-hunters, job sites, professional networks and a large eco-system thrive on this phenomenon. Over the last two decades, I have been fortunate to see thousands of people change jobs and have been personally involved in a few hundred cases. I see people between jobs : some people quit having another opprotunity at hand, some walked away from their jobs out of their own choice, some were pushed out by their employers and a very few took a leap of faith in the pursuit of something they didn’t know in great detail. Let us explore this phenomenon of leaping in faith.

I see them either over-enthusiastic or crystal-clear about the future or at times, breaking away from the shackles of monotony. They get enticed with the invitation to explore the unbeaten path, feel inspired by the adventurous, dream of the most optimistic outcome and stay energized with that idea. They do not worry much about the uncertainties of life. When someone walks away from a job, especially when there is no major threat or push factor, one walks away from stability, power, authority, security and comforts of familiarity. It calls for a lot of courage and determination to do something different. People who do this invariably possess a lot of energy, drive and confidence. Organizations and recruiters must tap into this pool of untapped potential and drive. Such personalities could be potentially great-fits if their energy is channelised into driving change and innovation. Unfortunately, many employers don’t think beyond the job description and restrict themseleves to their comfort zones. If you discover a strong desire to try something different, have an idea and see the potential in the power of your idea, you must unleash yourself and not regret later for not having taken the plunge. One must be careful of not being over-exuberant with some sketchy ideas.

While many leaders and thinkers have advised us to follow our heart and the passion, I feel it’s not so simple! It is important that one must carefully evaluate the power of the idea and think about the ever-demanding realities of life such as the family, the finances and the lifestyle being met day to day.

Evaluation of the power of an idea is easier said than done. Thousands of ideas do not succeed either because the idea was not great or the execution was below-par. However, when the idea gets embodied into an organization, the founders never feel that their idea would be a failure. They write a business plan, convince their investors in themselves or another agency. In spite of all these due diligence, how does the idea not flower forth! Why does this leap of faith prove to be a damp squib? Possibly, it is because the founders and investors did not have the strengths needed to evaluate the idea. Also, it could be that the leaders and the organization did not have the strengths required to execute the idea. In either case, the take-away for me is to know one’s strengths, determine what strengths are required for success and check the extent of the match.

Take the leap of faith if you have an idea, tie-up steady supply of provisions for day to day necessities of life, guard against over-exuberance and see matching strengths in you to succeed in the new chapter.

The post Take a leap of faith to start a new job appeared first on CIEL HR.

President Obama has been an influential leader of our times and naturally his final SOTU address was watched with a lot of interest. I see a few take-aways for someone who is a manager or a leader.

Firstly, it is about engaging with employees who are leaving. Leaders adopt various practices while letting their employees go. The situation of each exit is different and the impact it leaves behind in the workplace is unique. Can we make the most out of each of these situations? I think, we can! Obama spoke about the future for the USA as he saw it. One might disagree with his views. However, he has contributed in shaping the seven years and beyond for the US and the world. SOTU, especially the last one is an opportunity to tune into the President’s ideas and vision. Similarly, creating an opportunity to delve into the future of the workplace, the possibilities and the potential could open up many new vistas for the leader. You would notice that an exit interview focuses heavily on the past, gets held by an email or an online form and many a times, not by a leader who has the ability to listen and steer the strategies. So, here is an opportunity to engage with the leaver by creating an opportunity for the person to address the future possibilities and make the person feel special. This could also be the opportunity to convert the leaver to a promoter of the employer brand and reap many benefits. Also, paths do cross and may be, the leaver now, will be an important stakeholder for the company in the future and a positive impression in his mind is not going to hurt!

Secondly, we notice the power and the passion with which Obama invoked a sense of American pride in its citizens and made them feel special. He gave a holistic picture of the leadership position enjoyed by the USA in various aspects of life in comparisoon with the other nations in the world. He interwove the bright sides of his own report card into his description of American pride. Undoubtedly, he is one of the best orators of our times and it was lovely listening to his rhetoric. The take-away for me here is to invoke the hearts of one’s team members and make it a part of the life there. The emotional infrastructure that exists between the leader and the team makes the engagement unique and long-lasting. This sense of pride and belongingness enables a unit to produce superior results. This is easy to say and hard to practice. This drive has to be clearly led from the top, not only by their words but actions on an ongoing basis. The members in the team must understand which behaviour is valued and what is not. They must experience it each day of their life.

Last but not the least, I noticed that Obama invoked some of the foundational values of the State such as equality, democracy, empowerment and so on. What such reiteration does is, a recollection, an emphasis and revalidation of the founding principles. As orgnizations evolve, some aspects of the organization change and transform while some remain the same. It is important to review those aspects of growing up from time to time and get in touch with the evolution process. This revitalises and strengthens the institution. While most organizations find it very convenient and routine to deal with the cognitive parts, the core remains unaddressed. Hence, the embellishments become the focus of the leaders while the core sobs silently and weakens. At times of crisis or when the winds of change blow hard, the weak core caves in and situations like Lehman Brothers happen. Hence, the top leadership must address the well-being of the core, unravel the changes taking place around them and steer the way for a strong core and a long life.

It calls upon us to demonstrate rigour and discipline to get things done!

Source Url : https://thoughtsaroundwethepeople.wordpress.com/2016/01/17/3-learnings-from-obamas-state-of-the-union-address/

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We set out a new journey assuming a few things and dreaming about certain possibilities. Over a period of time, some of these do not play out the way we planned. In spite of all this, we need to move forward with some degree of optimism about the future and some bit of due diligence about it. Life goes on! So, we must move forward knowing very well that the road ahead offers challenges, upsets, obstacles and so on in as much quantity as opportunities, tail-wind and pleasant surprises.

The first bit of due diligence is in the heart first and then, the head. I need to think if I just need a job or a life. Job in this context is just a tool to earn money and run my livelihood while life is much bigger and about building monuments that are to be left behind as legacies. At times, we look for both. But, the question here is about priority. If life is the priority, the question is deep and calls for a lot of soul-searching. Like Shah Jahan is remembered for the Taj, Steve Jobs for Apple, Mahatma Gandhi for India and so on, do I connect with anything so deeply that I will build something for the posterity to reminisce? If not, a job is good enough to be the first priority.

During the course of time, one can hopefully discover one’s true calling. One may connect with multiple things at the same time and feel passionate about. Nothing wrong with it! The point here is to make choices and follow a certain path! That’s the right job for me! I have found mine, have you?

The second due diligence is in the head. One needs to know about the goals to be achieved, the context in which they are to be achieved and the skills required to achieve those goals. One may not have all the information to be sure of all these three aspects. However, one needs to be reasonably sure about the goals of the job, the context for the job and what skills are distinctly important to perform the job. Many a times, people do not have adequate information about all these and take either a leap of faith or shy away from something which is imminently sure-shot success. In either case, it’s important that one deploys adequate efforts to know all these and decide if it’s the right job.

Last, but not the least, it is to recognize that we make mistakes and hence, they must be corrected. We are all prisoners of our ego and find it difficult to jail-break. It’s better to be late than never. One can land up in the wrong job. So, it’s important that I quash my ego before it’s too late and move on to the right job.

Find the job that’s right for you!

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