“It’s not about how many years of experience you have. It’s about the quality of your years of experience”. These words are true for almost all the organizations these days. It is not only important to engage the best young manpower in our companies but it is also our prime duty to ensure that they get the right platform to grow and succeed in actualizing their latent potential.
As the world moved from the 19th to 20th century and internal combustion engine cars started replacing animal-driven carriages on road, oil was expected to drive the human race for a long time. Hardly could have anyone imagined that just about a century later, we would be witnessing the beginning of the end of Petrol and Diesel driven vehicles. While it is still too early to write the obituary of the internal combustion engine, clearly Electric Vehicles (EVs) are becoming a reality, and not just a distant dream.
Health and well-being in the workplace have become common topics in the mainstream media, in practitioner-oriented magazines and journals and, increasingly, in scholarly research journals. There exists a vast but surprisingly disjointed and unfocused body of literature across diverse fields that relate directly or indirectly to health and well-being in the workplace. This literature addresses health and well-being from physical, emotional, psychological and mental perspectives. Because of the broad domain reflected in this literature, there is also considerable variation in the meanings and definitions attached to the term’s health and well-being. Despite this lack of clarity, however, employee health and well-being in the workplace are important concerns that should continue to receive attention. In addition, these experiences also “spillover” into non-work domains. Workers spend about one-third of their waking hours at work and don’t necessarily leave the job behind when they leave the worksite. Indeed, the overlap between non-work and work has become a popular research area, with the recognition that a person’s work and personal lives are not separate entities but, instead, interrelated and intertwined domains having reciprocal effects on each other.
To improve well-being by living a calm life. For having calm in life, we need to understand and adopt CALM, which represents the need to Connect, to be Active, to keep on Learning and be Mindful.
We are passing through an era where there are no time-outs and no commercial breaks. It would not be out of context to say that either executive update or be ready to be out of the gate. Now it is a grow or go situation. Knowledge has become the key economic resource and the dominant, perhaps even the only source of competitive advantage. Many changes have occurred on so many fronts in such a short period of time that executives appear to be frozen in time. When the pace of change in the functional area of an executive is greater than the pace of change in his/her attitude, skill, knowledge, the end is near. The pace of change is so dynamic and vigorous that what worked well yesterday will be less effective today, ineffective tomorrow and obsolete the day after tomorrow.
Action learning is an experiential learning method in which participants learn by doing and then reflecting on what they have done. This has emerged as a key strategic and problem-solving tool to develop individual leadership skills, identify competitive advantages, reduce operating costs, and create high-performing teams.