Creating effective work teams isn't easy, and the challenges are as diverse as the people on the team. Fortunately, organizations can learn how to create a collaborative environment and develop team-building skills. After all, having a poor work environment can negatively impact employee satisfaction and productivity.
 
When forming a work team, it is important to clearly define roles and responsibilities. This helps avoid conflict and ensures that each member understands what their role is. When team members feel like they are part of the same team, they are more likely to work together and trust each other. In addition, a strong working relationship encourages risk-taking and sharing ideas. Developing a code of conduct can also help ensure that employees follow the rules.
 
Another major challenge in creating a work team is conflict. Conflicts often occur because team members have different ideas and opinions. These conflicts create tension between team members and make it difficult to collaborate, expand knowledge, and innovate. It is important to address these conflicts in a positive manner and to respect each team member's opinion.
 
A team can also share files by compressing them into zip files. These zip files can be encrypted and shared faster than other files. Encourage team members to share information among themselves and they will be more willing to share it.
 
Learn more about How to Overcome Challenges of Creating Effective Work Teams in my latest book.
 
Available in electronic format in all popular stores and libraries worldwide.

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Categories: HR Development | Leadership 

Keywords and Tags:
#operationalexcellence  #leadership  #teambuilding #teamperformace #effectiveteams #managingconflicts

One of the keyways to improving operational excellence is to have the right talent at your workplace. While it was easier to hire talent previously, today’s times demand that organizations nurture their employees, give them the means to excel in their jobs and the confidence to stay with the organization for a longer time (and not hop on to the next job opportunity that comes their way).
 
The biotech industry has a unique set of requirements when it comes to talent management. Companies have historically relied on hiring job-ready candidates from their competitors, but with today's tight regulation and accelerated start-ups, biotech firms must make sure to attract and hire top-quality candidates themselves. This requires a strategic approach to hiring that puts a premium on individual potential.
 
An effective biotech talent acquisition strategy should begin with the development of a candidate profile. Executives should describe the ideal candidate and determine the requirements for each position. This process will help them determine whether they're attracting the right candidate. After that, they can invite other firms to conduct searches.
 
Companies should strive to maintain a positive culture for all employees. A toxic work environment can result in high turnover rates and burnout. It can also damage the organization's productivity. A positive company culture will foster high job satisfaction, a stimulating work environment, and clear communication. Top talent will always seek a company that promotes these characteristics.
 
The biotech industry continues to grow, and it's becoming increasingly competitive for the best talent. In addition to industry giants, smaller biotechnology companies are competing for top talent. A recent global CEO survey found that 51 percent of CEOs in the life sciences and pharmaceuticals industries are having trouble attracting top talent.
 
The challenges of hiring top-level employees have forced biotech companies to change their hiring practices. Many are now using data-driven hiring methods to find top candidates. With the help of artificial intelligence (AI), these hiring systems have become the go-to tool for growing biopharmaceutical companies.
 
The importance of talent management cannot be overstated. Investing in top-quality talent acquisition strategies will lead to greater productivity, increased profitability, and more efficient recruitment. Recruiting strategies should be tailored to the needs of the business. Biotech companies are constantly in need of new talent, and this is a key component of the company's growth strategy.

Related Reading:

1. Top Ten Strategic Decision-Making Tools for Operational Excellence
2. ​How to cut costs strategically using Kaizen
3. Top 30 Continuous Improvement Tools
4. Top 10 Change Management models

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Categories:  HR Development | Biotechnology

Keywords and Tags:
#talentmanagementinbiotechcompanies  #talentmanagement #biotechcompanies

Giving and receiving feedback is an essential quality for not only leadership development but also for operational excellence. A diligent leader will surely steer his team to meet work goals, thus improving operational excellence and bring-in overall organizational development.
 
In this post, I shall touch upon Best Practices of Giving Feedback to Your Seniors and Top Management. I’ve a separate post on Best Practices of Giving Feedback to Your Subordinates and Peers.
 
So, let’s get started…
 
When giving feedback, you should always remember your goal - to make your boss better. You can do this by asking your supervisor for suggestions or by looking for opportunities to bring up your concerns. These opportunities can arise when you're starting a new project or working with a new client.
 
Positive effects
 
When you're giving feedback to a manager or senior, there are a few best practices that can help you make the most of your time. First, make sure your feedback is actionable. It should be followed up with action and change. Then, make sure your feedback is inclusive of the needs of other team members.
 
Providing positive feedback to your manager can increase his morale and empower his team to keep doing great work. However, all of the feedback that you give must be constructive. If you don't think that the feedback will make a difference in team dynamics, don't give it.
 
Impersonal ways of giving feedback
 
Providing feedback to top management and senior employees can be tricky. Many people are stuck in their ways of thinking, and it can be hard to break through those barriers. But there are some techniques you can use to give good feedback. First, be aware of your audience. Try to give feedback in a neutral manner. Avoid labeling people and referring to them by name. And make sure that your feedback is focused on specific actions and not on their personalities.
 
If you want to provide feedback to top management and seniors, don't be afraid to speak up. While this may seem obvious, it can be tricky in practice. If you wait too long to give feedback, the issue will continue to fester. Furthermore, if your feedback is delayed, the message will be less meaningful to your boss. That may result in a negative reaction from your superiors.
 
Solutions-oriented
 
Giving solutions-oriented feedback to your boss requires that you approach it with the right intentions. Your feedback should be meant to help your boss, not to hurt him or her. It should also be respectful and professional. Your feedback should address specific actions and not your personality. In addition, you should always follow-up to ensure that the suggestions have been implemented.
 
First, give your feedback in person. The best way to do this is to talk to your manager face-to-face, because this will help you avoid miscommunications. Secondly, make sure you are able to give solutions-oriented feedback without overloading your manager.
 
Crystal clear
 
Crystal Clear has a number of advantages over other types of feedback methods. The process allows for small iterations while tracking the progress of projects in real time. However, there are some limitations with the method. Many of the features are left up to the team's creativity, so a lack of standardization can lead to bad results.
 
Crystal method (is an Agile methodology) is flexible, meaning that they can be adjusted to the circumstances and people involved in a project. Unlike other feedback methods, they do not limit the scope of the project; they can adapt to people and budget requirements. In addition to being flexible, they prioritize the key components and can be adapted to meet various business needs.


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Categories:  HR Development |Leadership

Keywords and Tags:
#operationalexcellence #givingfeedback #feedbacktoseniors #leadershipskill #leadershipdevelopment  #crytalmethods

Giving and receiving feedback is an essential quality for not only leadership development but also for operational excellence. A diligent leader will surely steer his team to meet work goals, thus improving operational excellence and bring-in overall organizational development.
 
In this post, I shall touch upon Best Practices of Giving Feedback to Your Subordinates and Peers. I’ve a separate post on Best Practices of Giving Feedback to Your Seniors and Top Management.
 
There are certain best practices when giving feedback to your subordinates and peers. These include being constructive and encouraging, explaining the impact of your feedback, and personalizing the feedback. In addition, you should also be sure not to bring up a sensitive subject. Rather, you should be respectful and courteous.
 
Positive feedback
 
Providing positive feedback to your employees is important for their development. This feedback should be specific to the employee's effort, not general. It should also be delivered in a way that does not create confusion or lose meaning. Positive feedback is a powerful tool for motivating employees and fostering a growth mindset.
 
Giving positive feedback is easy, but it should be sincere and meaningful. It should reinforce positive behaviors and should be given in the moment. Giving praise too late can leave employees feeling unappreciated.
 
Constructive criticism
 
Giving constructive criticism can be difficult. It engages the fight-or-flight response in a person. However, this type of feedback can also help improve performance. The key is to listen to the other person without responding and to keep an open mind when giving feedback.
 
When giving feedback, make sure to keep the tone positive and respectful. Peers are more receptive to feedback that is given in a constructive manner. Keep in mind that the purpose of providing feedback is to help solve a problem, not to offend someone. It's also important to be specific, instead of skirting the issue or trying to explain why something is a problem. Give examples of what you think needs to change and provide solutions if possible.
 
Explaining impact of behavior
 
Giving feedback to subordinates and peers can have significant benefits for the person receiving it. It can help improve the quality of the work, influence the trajectory of a person's career, and even increase job satisfaction. Conversely, withholding feedback can make people resentful or frustrated.
 
Giving timely and meaningful feedback is critical to the employee experience. It builds trusting relationships, fosters a better team, and creates a more humane company culture. Giving feedback takes time and energy, but it can be incredibly valuable. It also shows that you are invested in the person's progress.
 
Personalizing feedback
 
While giving feedback to subordinates and peers, it is important not to personalize it. Giving feedback that is too personal will lead to clouded thinking and will encourage the receiver to blame themselves instead of the situation. This can lead to the fundamental attribution error, wherein we incorrectly blame ourselves for the behavior of others.
 
The best way to personalize feedback is to put it in context. It can be as simple as introducing negative feedback before a positive one. It also eliminates any potential for embarrassment.
 

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Categories:  HR Development | Leadership

Keywords and Tags:
#givingfeedback #feedbacktopeers  #feedbacktosubordinates  #personalizefeedback  #constructivefeedback

Talent retention is one of the critical aspects of increasing operational excellence. It is the people within a company that grow the business. And hiring and retaining the right skill means, organizations must have smart business processes underlying recruiting, hiring, training and engaging employees. And these processes must be revisited regularly to keep them relevant.
 
As the pharma industry continues to evolve and create new technologies, it's vital that it attracts top talent to join the ranks. To get the best people for the job, pharma companies can employ best practices for talent management. These practices include engaging in career events and partnering with industry associations. Many such associations organize training programs and educational seminars for its members, and even hackathons.
 
While the pharma industry relies heavily on recruitment agencies to recruit sales and marketing talent, recruiting talent for R&D is a different story. It can be difficult to recruit talent for this area because of its specialized skills and requirements. Many pharma companies do not use recruitment agencies for this purpose, although this is not necessarily a bad thing.
 
Pharma companies need to build a strong internal talent pipeline. The industry is dynamic, and pharma companies need leaders who can understand the challenges it faces. The best way to do this is to develop talent from within and ensure that the right people have the right skills to succeed. The shift to remote work has forced pharma companies to create new strategies for cultivating their future leaders.
 
An effective applicant tracking system can help pharmaceutical companies source highly specialized talent. It can also reduce drop-off rates and improve speed-to-market. Additionally, the right sourcing strategies can empower talent to become recruiters themselves by developing an internal talent mobility program.
 
Managing diversity and inclusion initiatives is another way to improve talent engagement. Diversity and inclusion initiatives will help employees feel more connected to the company. Employees who feel connected to their employers will be more engaged and productive.
 
Moreover, leadership in pharma companies requires a diverse skill set. Developing a balanced set of soft and hard skills will help a person excel in their role. Those working in pharma companies must have the ability to adapt and handle a variety of situations. For example, a scientist needs to be comfortable presenting to different lines of business, while a sales leader must be confident discussing highly technical product innovations.
 
The right talent management strategy helps companies attract and retain the best people. Without a proper talent pool, a company cannot respond to new challenges and leapfrog its competitors. This is why it's crucial for pharma companies to invest in developing their people through proper talent management initiatives.

Related Reading:

1. Top Ten Strategic Decision-Making Tools for Operational Excellence
2. ​How to cut costs strategically using Kaizen
3. Top 30 Continuous Improvement Tools
4. Top 10 Change Management models

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Categories:  HR Development | Lifesciences

Keywords and Tags:
#talentmanagementforpharma #lifescienceshiring  #talentretention #talentmanagementsystem  

According to a Gartner study 2019, traditionally companies have spent as much as $2420 per employee comprising- flexible work policies, workplace redesigns, learning & development opportunities etc. However, only 13% employees in the study reported ‘satisfied’. 

Satisfied and motivated employees bring-on innovation, continuous improvement, increased productivity and in general creates a ‘happy’ space for everyone to work together in the organization.

Employee morale is one of the key ingredients of business success, thus it cannot be overlooked. So, the glaring question here is- How can leaders keep employees happy?

I would say that it is a three-part process, namely:

1. Calibrate expectations.
2. Personalize experience.
3. Shape memories.

Calibrate expectations-
Organizations should be clear about what it can and cannot deliver given their available resources and priorities, which will change as the economy ebbs and flows.

Once this map is ready, HR leaders should involve employees in creating a topography thru a survey about what changes they would like to implement and what makes them excited to come to work.

I would recommend using Personal Kaizen (or Employee Kaizen) tool to create an ‘experience blueprint’. You may combine Kaizen with day- long workshops designed to help employees determine and document their priorities. Use these blueprints for employee engagement.

Next, Managers should engage in one-on-one dialogue with workforce to align each employee’s aspiration with organization’s vision.

On the face of it, this exercise may look lengthy and cumbersome, but it is not. Calibrating employee expectations with organizational expectations is a sure win-win approach to go for.

Personalize day-to-day experience:
Employees might fear repercussion from voicing their requests or objections if any, so leaders need to create a psychologically safe environment for discussions. Encourage transparent, often and intellectual dialogues between leaders and employees. Scrap-off ‘Do as I say’ work code (that is, if it still exists at your workplace) .

Shape memories:
This involves shaping memories both good and bad. HR leaders can ask employees to reflect on how the employee development programs have improved their work lives. Encourage them to post their stories on company blog, newsletter, and share them at team meetings, open-house gatherings, off-site boot camps and other forums.

As companies emerge from the current economic crisis leaders might seek ways to highlight examples of how they supported their employees, such as- by continuing to pay sidelined workers or providing extended sick leave.
Of all the times, today’s business leaders and decision-makers must exhibit high emotional maturity, empathy and tolerance.

Installing a culture of Leadership Kaizen at your workplace creates successful leaders, motivated workforce and a thriving business.

Checkout how can Kaizen be used effectively in Life Sciences and allied industry...

Keywords and Tags:
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#ContinuousImprovement  #Kaizen  #RemoteWorking  #ProcessDesign #LeadershipKaizen #EmployeeEngagement

Governments of practically all countries have initiated unlock procedures after a complete lock down for 3-4 months due to the Covid-19 pandemic. 

Organizations are slowly getting back to business, but situation is different now. Wearing mask in public spaces and offices, physical distancing is the new normal. And companies must gear up to this challenge while ensuring operational productivity and profitability.

Here are top 3 guidelines which companies can follow to keep their workforce safe despite the uncertainties posed by crisis such as Covid-19:
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1. Protect the workforce.
2. Engage the workforce.
3. Manage risks effectively to ensure uninterrupted workflow.

Protect workforce:
Formalize / revise SOP (standard operating procedure) and tools that keep your workforce safe. This includes man and/or material flow, air flow patterns, building maintenance, housekeeping etc. Conduct regular swab tests and volumetric air sampling to monitor clean air and surface conditions at your facility.

Engage workforce:
Leaders and superiors must exhibit high emotional quotient and tolerance. Let there be a two-way communication with your workforce than just top down. To achieve this, ramping up your company’s communications strategy is a sure winner. Regularly share information about your company’s evolving knowledge of the crisis and how it is using that knowledge to protect its employees and organization.

Clarity, simplicity, transparency, positivity, framework, and frequency of message together play an important role in effective communication.

Manage risks effectively to ensure uninterrupted workflow :
Just as it is important to receive correct information, it is also equally important to stay away from fake news and rumors. This implies consistent content, reflecting a single source of information at the corporate center.

Open offices are shrinking; soon they will be a thing of the past. Remember we went for open offices because it allowed better people contact and created mini bonds between members of the workforce which ultimately boosted productivity.

Now with social distancing, work-pods and remote working in place, we have moved a notch farther away. In such a scenario circulating fake news or rumors can cause a state of chaos and confusion among employees thus resulting in apprehension and conflicts.

3Cs- Clear, Correct and Concise communication plays a vital role in ensuring uninterrupted workflow, high employee morale and productivity.

So how do we head-on to it?

Managers and supervisors must maintain open and two-way dialogue with their workforce. Collect queries and concerns from front-line team members each morning.

The company’s HR/ PR division can publish an updated daily list of Q&A which are displayed on the company’s intranet, staff notice boards or sent out as email or text messages to employee cell phones. This will help drop absenteeism and increase productivity.

As an additional benefit this approach will uncover several previously un-asked questions perhaps unrelated to the pandemic, but these questions may have been brewing in the minds of front-line workforce for a while.

Answering such questions and dealing with whatever needs to be done to sort out any issues will boost productivity and workforce satisfaction.

A parting note- Capitalize on these improvements by standardizing the enhanced communication approach, periodically improve communication SOP in order to prevent letting things regress to pre-crisis norms as the situation stabilizes.

Begin Kaizen-ing your communication SOP. It does not cost much. Just 10-15 minutes daily and you can reap exponential rewards.

Kaizen is a time-tested Japanese technique of continual improvement. Kaizen professes small incremental changes to business processes and brings-in faster returns. 

Want to initiate Kaizen at your workplace?

Keywords and Tags:
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#ContinuousImprovement  #Kaizen  #RemoteWorking #NewNormal  #Covid19  #BusinessProcessImprovement #ProcessDesign #EmployeeEngagement #RiskManagement