The Official inFeedo Blog

Our key takeaway from recent virtual group discussions was on two metrics that has showed significant shifts within employee dynamics and engagement since working from home. Read till the end to discover what these factors were that positively impacted the business since the pandemic hit.

Our key takeaway from recent virtual group discussions was trusting your employees and monitoring outcomes rather than inputs is the best way to boost business during and following the pandemic. A disconnect between management and employees will cause a business to fail. Read on to the end to find out how you can be a leader who fosters a community of trust and gets the best out of your team.

Our key takeaway from recent virtual group discussions was that making your employees feel like they own their work is a key way to keep them productive and engaged. By being a proactive stakeholder in their work rather than merely accountable, increases purpose and sense of accomplishment at work. Read to the end to find out more about how to get your workers into an ownership mindset.

The key takeaway from the recent virtual group discussions was that supporting employee welfare is a holistic process that involves not only a reachout, but also developing programs and initiatives to help upskill and reassure the employee and support their families in the process. Read till the end to find out how you can be a more empathetic leader with a super productive team. 

Our key takeaway from recent virtual group discussions was adopting a millennial mindset by being willing to change old systems and reinvent processes. How else can businesses stay agile during this unpredented period? Read till the end to find out how you can be a leader who thinks on their feet and embraces change.

Why do some well funded/big companies miss business targets? Companies tend to focus 80% of their analytics effort on analysing “Historic Indicators” versus identifying “Leading Indicators” to grow business. This is biggest mistake I see with respect to how some companies leverage analytics.

There are few moments that define inFeedo as a team. This Diwali, we acknowledged our privilege and decided we bring light and happiness to those who may not seem as blessed as we are but are certainly wiser, stronger, and richer in spirit...something we learned and went back home with in the process. :) 

Our Content Specialist told me not to start most of my write-ups with Dilbert so I left Dilbert out of Dilbert. While I won on a meta technicality with this one, a lot of organizations might not when it comes to their recognition charters. Their “technicalities” are archaic rewards and recognition platforms, mandates for managers and departments, and gatherings that lose their meaning due to a lack of focus and meaningful recognition.

Recently, the team at inFeedo organized a power panel with Dinesh Ramamurthi, CHRO at OYO, Rohit Thakur, CHRO at Paytm, Pooja Kapoor, Head HR at OLX, and Nitin Nahata, Head HR at Udaan.com, where they discussed building and maintaining employee first policies in startup unicorns during the time of COVID-19. 

For Rajeev Bhardwaj, CHRO, Asia Service Centres, Sun Life Financial, and his team building an employee-first culture within the organization has always been one of their utmost priorities. It’s always been about providing a safe, comfortable work environment where employees feel their voices are heard and recognized.

If you had been following the ride-hailing giant (valued at $70B) recently, you’d be aware of the turmoil it’s went through. From Susan Fowler’s blog post complaining about sexual harassment and an environment rampant with sexism and discrimination, multiple lawsuits, top executives leaving and finally CEO’s leave of absence leading to a resignation, Uber has been all over the news because of its notoriety.

24 March 2020. 

"This is the first point to be made: and the first action to be taken is to pull ourselves together. If we are all going to be destroyed by an atomic bomb, let that bomb, when it comes, find us doing sensible and human things—praying, working, teaching, reading, listening to music, bathing the children, playing tennis, chatting to our friends over a pint and a game of darts—not huddled together like frightened sheep and thinking about bombs. 

Here's what we found out about the real reasons why employees leave the organization...

Our Content Specialist told me not to start most of my write-ups with Dilbert so I left Dilbert out of Dilbert. While I won on a meta technicality with this one, a lot of organizations might not when it comes to their recognition charters. Their “technicalities” are archaic rewards and recognition platforms, mandates for managers and departments, and gatherings that lose their meaning due to a lack of focus and meaningful recognition.

“None of the problems that HR are facing are usual. We have no anecdotal evidence, no brain trust, no think tank to fall back on.” 

If you had been following the ride-hailing giant (valued at $70B) recently, you’d be aware of the turmoil it’s went through. From Susan Fowler’s blog post complaining about sexual harassment and an environment rampant with sexism and discrimination, multiple lawsuits, top executives leaving and finally CEO’s leave of absence leading to a resignation, Uber has been all over the news because of its notoriety.

As businesses around the world reel, information and disinformation spreads widely, and circumstances change in a course of hours creating a reliable, steady voice within your own company is crucial. Most every company worldwide has already gone remote, and while HRBPs and CXOs would normally be able to be the stabilizing force in person that’s obviously not possible. So what’s the answer to the conundrum of how to keep people safe, calm, and productive during this period? It’s simple: an in-house COVID-19 team.

"This is the first point to be made: and the first action to be taken is to pull ourselves together. If we are all going to be destroyed by an atomic bomb, let that bomb, when it comes, find us doing sensible and human things—praying, working, teaching, reading, listening to music, bathing the children, playing tennis, chatting to our friends over a pint and a game of darts—not huddled together like frightened sheep and thinking about bombs. 

“Worst since 2008.”

That’s a phrase that keeps popping up as the global economy witnessed a massive downturn due to the spread of COVID-19. With stock markets in freefall, supply chains broken, travel bans enforced, and millions in self-quarantine, it’s clear that most businesses will be negatively affected by the crisis. But just like the 2008 crisis, this too shall pass and businesses must prepare accordingly. 

So how did businesses cope last time? What are the lessons that can be learned from the past?

Jason Lemkin, CEO/Co-founder of Saastr and Nick Mehta, CEO of Gainsight answer these very same questions in their recent webinar.

Our key takeaway from recent virtual group discussions was that building a COVID-19 playbook or Single Source of Truth for all matters related to the pandemic is the best way to keep your team aligned and focused on shared goals. Keeping everything in one place cuts down on confusion and provides a beacon of stability in a time of chaos. Read till the end to find out how you can build a kick ass playbook.

The key takeaway from the recent editions of inFeedo's virtual group discussion was how HR KPIs and KRAs are being completely restructured to fit the needs and expectations of remote work, the workforce, and organization. Read till the end to find out how HR becomes the new workforce enthusiast.

About 2 months ago, the team at inFeedo assembled for our mid-quarter checkpoint. Among the many questions raised, one that didn’t see immediate resolution was whether we should be calling the organizations we serve ‘clients’ or ‘customers’.

Why do many companies go into ICU mode after a bad quarter?

Here's what we found out about the real reasons why employees leave the organization...

Our Content Specialist told me not to start most of my write-ups with Dilbert so I left Dilbert out of Dilbert. While I won on a meta technicality with this one, a lot of organizations might not when it comes to their recognition charters. Their “technicalities” are archaic rewards and recognition platforms, mandates for managers and departments, and gatherings that lose their meaning due to a lack of focus and meaningful recognition.

I have been a part of the HR function for over a decade now. In the larger scheme of things, it doesn’t sound like much but believe me, empires have risen and fallen in littler times. I was with nearbuy.com the first time I heard about inFeedo. There was some buzz around the company as an idea generation platform but that was it.

Our key takeaway from recent virtual group discussions was that “no crisis should go to waste.” COVID-19 can be used to your business's advantage and equip you with the foresight to avert future ones. How? Read on till the end to find out more.

Our key takeaway from recent virtual group discussions was that going the extra mile for field workers is the only way to sustain a non-office workforce. So many of our conversations have revolved around companies with an exclusively office bound workforce, but this week’s sessions brought new perspectives from a variety of participants in different fields. You don’t want to miss these; read to the end!

Our key takeaway from recent virtual group discussions was on two metrics that has showed significant shifts within employee dynamics and engagement since working from home. Read till the end to discover what these factors were that positively impacted the business since the pandemic hit.

Our key takeaway from recent virtual group discussions was trusting your employees and monitoring outcomes rather than inputs is the best way to boost business during and following the pandemic. A disconnect between management and employees will cause a business to fail. Read on to the end to find out how you can be a leader who fosters a community of trust and gets the best out of your team.

Our key takeaway from recent virtual group discussions was that making your employees feel like they own their work is a key way to keep them productive and engaged. By being a proactive stakeholder in their work rather than merely accountable, increases purpose and sense of accomplishment at work. Read to the end to find out more about how to get your workers into an ownership mindset.

Our key takeaway from recent virtual group discussions was that building a COVID-19 playbook or Single Source of Truth for all matters related to the pandemic is the best way to keep your team aligned and focused on shared goals. Keeping everything in one place cuts down on confusion and provides a beacon of stability in a time of chaos. Read till the end to find out how you can build a kick ass playbook.

The key takeaway from the recent editions of inFeedo's virtual group discussion was how HR KPIs and KRAs are being completely restructured to fit the needs and expectations of remote work, the workforce, and organization. Read till the end to find out how HR becomes the new workforce enthusiast.

The key takeaway from the recent virtual group discussions was that supporting employee welfare is a holistic process that involves not only a reachout, but also developing programs and initiatives to help upskill and reassure the employee and support their families in the process. Read till the end to find out how you can be a more empathetic leader with a super productive team. 

Our key takeaway from recent virtual group discussions was adopting a millennial mindset by being willing to change old systems and reinvent processes. How else can businesses stay agile during this unpredented period? Read till the end to find out how you can be a leader who thinks on their feet and embraces change.

Our key takeaway from this week's virtual group discussions was that HR KPIs now have to aligned with moving key business levers. Read through to the end to find out how you can restructure your KPIs to sync with organizational goals. 

Our key takeaway from recent virtual group discussions was to embrace the work from home model and keep it partially active post COVID-19 pandemic. Why? Because of its immense cost saving potential and it's surprising effect on employee productivity. Read to the end to find out why you need to continue working from home.

"This is the first point to be made: and the first action to be taken is to pull ourselves together. If we are all going to be destroyed by an atomic bomb, let that bomb, when it comes, find us doing sensible and human things—praying, working, teaching, reading, listening to music, bathing the children, playing tennis, chatting to our friends over a pint and a game of darts—not huddled together like frightened sheep and thinking about bombs. 

Our key takeaway from recent virtual group discussions was that “no crisis should go to waste.” COVID-19 can be used to your business's advantage and equip you with the foresight to avert future ones. How? Read on till the end to find out more.

Our key takeaway from recent virtual group discussions was that going the extra mile for field workers is the only way to sustain a non-office workforce. So many of our conversations have revolved around companies with an exclusively office bound workforce, but this week’s sessions brought new perspectives from a variety of participants in different fields. You don’t want to miss these; read to the end!

Meet Nico Mallillin, employee experience advocate and one of the biggest names in the HR industry in Southeast Asia. Nico is a Certificated Professional Coach and a Senior Certified Professional under the Society of Human Resources Management. He is considered one of the founding members of Society of Human Resources (SHRM) Executive Network, that brings together the HR profession’s most experienced leaders to help them meet the strategic and organizational challenges of an increasingly complex business landscape. 

One of the largest impediments to preventing the international spread of COVID-19 is fundamental miscommunication and uncertainty between nations of the world. All of these sovereign nations are beholden solely to themselves and their own group of experts, and while organizations like the United Nations (UN) and World Health Organization (WHO) have sought to rally the world together countries just still aren’t on the same page. Whether it was squandering valuable time to prepare, assuming the virus would never reach their nation, using COVID-19 to leverage political gains or failing to communicate and collaborate, the governments of our world have, collectively, left something to be desired with their response to the crisis.

Our key takeaway from recent virtual group discussions was that building a COVID-19 playbook or Single Source of Truth for all matters related to the pandemic is the best way to keep your team aligned and focused on shared goals. Keeping everything in one place cuts down on confusion and provides a beacon of stability in a time of chaos. Read till the end to find out how you can build a kick ass playbook.

The key takeaway from the recent editions of inFeedo's virtual group discussion was how HR KPIs and KRAs are being completely restructured to fit the needs and expectations of remote work, the workforce, and organization. Read till the end to find out how HR becomes the new workforce enthusiast.

Our key takeaway from recent virtual group discussions was adopting a millennial mindset by being willing to change old systems and reinvent processes. How else can businesses stay agile during this unpredented period? Read till the end to find out how you can be a leader who thinks on their feet and embraces change.

Our key takeaway from this week's virtual group discussions was that HR KPIs now have to aligned with moving key business levers. Read through to the end to find out how you can restructure your KPIs to sync with organizational goals. 

Why do many companies go into ICU mode after a bad quarter?

Why do some well funded/big companies miss business targets? Companies tend to focus 80% of their analytics effort on analysing “Historic Indicators” versus identifying “Leading Indicators” to grow business. This is biggest mistake I see with respect to how some companies leverage analytics.

Here's what we found out about the real reasons why employees leave the organization...

Our Content Specialist told me not to start most of my write-ups with Dilbert so I left Dilbert out of Dilbert. While I won on a meta technicality with this one, a lot of organizations might not when it comes to their recognition charters. Their “technicalities” are archaic rewards and recognition platforms, mandates for managers and departments, and gatherings that lose their meaning due to a lack of focus and meaningful recognition.

“None of the problems that HR are facing are usual. We have no anecdotal evidence, no brain trust, no think tank to fall back on.” 

A couple of days before International Women’s day, Elizabeth Warren — one of the prime candidates for the 2020 US presidential elections — announced the end of her campaign. Following an underwhelming performance in the primaries, a disheartened Warren mentioned how sexism clearly played a part in how her candidacy was perceived - an opinion that is shared by most female candidates who ran for president. 

As representative Barbara Lee, who was one of Senator Kamala Harris’s campaign co-chairs, aptly sums up the problem, "“The narrative that somehow women are less electable than men seems to still be an issue. It’s very disgusting really,” 

Usha Devi is an accomplished human resource exponent who is passionate about people. She strives to create conducive and engaging work environments to bring out the best in a workforce. She has worked with several local and multinational organizations in different industries such as Goodyear Tire, Nippon Sheet Glass, Avery Dennison & Texchem Corporation; mostly in leadership roles. 

These are uncertain times. With the entry of the Delta variant and the 3rd wave taking off, most industries remain badly affected. Unemployment is at its highest since the Great Depression. Economists believe there will be a recovery, but no one knows what that will look like or how long it will take. You may feel lucky to have a job, but what if you’re not quite happy with it?  So if a recruiter has contacted you about an opportunity, do you listen? Is it wise to make a move during such an uncertain time? 4 HR leaders from across the globe answer. 

I have been a part of the HR function for over a decade now. In the larger scheme of things, it doesn’t sound like much but believe me, empires have risen and fallen in littler times. I was with nearbuy.com the first time I heard about inFeedo. There was some buzz around the company as an idea generation platform but that was it.

A TIME TO SURVIVE? NO! 

If you had been following the ride-hailing giant (valued at $70B) recently, you’d be aware of the turmoil it’s went through. From Susan Fowler’s blog post complaining about sexual harassment and an environment rampant with sexism and discrimination, multiple lawsuits, top executives leaving and finally CEO’s leave of absence leading to a resignation, Uber has been all over the news because of its notoriety.

Meet Nico Mallillin, employee experience advocate and one of the biggest names in the HR industry in Southeast Asia. Nico is a Certificated Professional Coach and a Senior Certified Professional under the Society of Human Resources Management. He is considered one of the founding members of Society of Human Resources (SHRM) Executive Network, that brings together the HR profession’s most experienced leaders to help them meet the strategic and organizational challenges of an increasingly complex business landscape. 

The key takeaway from the recent virtual group discussions was that supporting employee welfare is a holistic process that involves not only a reachout, but also developing programs and initiatives to help upskill and reassure the employee and support their families in the process. Read till the end to find out how you can be a more empathetic leader with a super productive team.