HBR ARTICLES HUMAN RESOURCE MANAGEMENT LEARNINGS

By:
Surbhi Oberoi 102 Sapanjeet Kaur 96 Purnima Singh 115 Ravindar Maithani 92 Shivangi Sahai 99 Nisha Kumari 90 Meenu Gupta 98

POSITIVE INTELLIGENCE

WHAT IS OUR MINDSET ?

What is my attitude?

Why people may not have a positive mindset?

Focusing on the fruits People around us. Our upbringing. Our current circumstances.

The Power behind the positive mindset!

Crafting tailored development plans to suit individuals and teams Rise above negativity that can invade productivity in subtle ways

We perceive things not as they are, but as We are".

Happiness precedes Success

Happy employees are more productive, creative, and better at problem solving. Success is a moving target Happiness that results from success is fleeting. Engaging in office activities helps in sustaining happiness .

STRESS: An inevitable part of work

When feel overwhelmed, try:

Make a list of the stresses youre under.

Place them into two groupsthe ones you can control and those you cant Choose one stress that you can control and come up with a small concrete step to reduce it. This way nudge brain back to a positive and productive mind-set.

Exercise for positive change

Activities that correlate with positive change: We can Jot down three things we are grateful for in an organisation. Write a positive message to someone in their social support network. Meditate at our desk for two minutes. Exercise for 10 minutes. Take two minutes to describe in a journal the most meaningful experience of the past 24 hours.

Positive Thinking Techniques

Be aware of your thinking Shift your thinking. Put the good stuff in! Experience deeper understanding Release anger Feel more empowered Take control of your life Learn to love

Why Good Jobs are Good for Retailers

Retailers Presumption
Only way to compete on price is to offer less to workers.

Authors research:
Highly successful retail chains invest heavily in store employees

lowest prices
financially strong Satisfied customers

Why Do Retailers Under-invest in Labour?

Retailers largest controllable expense. Retailers see labour as a cost driver rather than a sales driver. To meet short-term performance targets.

Consequences:
- Understaffed stores - High turnover of low-skilled employees - Little commitment to work - Dissatisfied customers

Retailings Vicious and Virtuous Cycles

Breaking the Trade-Off

investment in + employees
- Efficient employees

+
Operational practices

- low costs
- Improved services - More sales and profits

 Cross-training of employees

Offer promotions Eliminate waste everywhere except in staffing in order to increase labor productivity.
Empower employees to make small on-the-spot decisions