NAME- HRUTIK PULGAM

ROLL NO-20MBACSR11
PRN-1062202045
SUBJECT- HRM
SUBJECT CODE-MBA511A

Q5.
At the simplest level, it’s generally agreed that employee engagement is
critical to business success.
But many organisations fail to remember that engagement really lies with the
leaders in the business, and that those leaders need to be guided to truly
understand how to get their people inspired and energised to achieve common
goals. In this article, we will look at the kind of leadership skills needed to
build commitment, development and consistently high achievement.

Paying attention to your people is paramount, as they are your most valuable
asset.  For the majority of organisations, people are the most costly expense
(hiring, firing, payroll, disciplinary), so it is well worth maintaining them. Even
more so than your car or office machinery, people too need oiling, tuning,
greasing and synchronising for optimum performance.

The problem is that people are often just left to get on with their job without
the right level of guidance or support. Or perhaps organisations do spend a lot
of money training them to do things and perform tasks, improve knowledge or
get with the latest IT system. These organisations might feel they are giving
their people every opportunity. While this type of training does have its place
and is important, those organisations are simply paying attention to their
human ‘doings’, perhaps spending relatively little time on them as human
‘beings’.
“15% of your earning potential comes from knowledge and direct skills… 85%

comes from your leadership and interpersonal skills” -Dale Carnegie

Employee engagement means different things to different people, but

ultimately it’s about the relationship between the individual and the
organisation they work for. An engaged employee is highly motivated,
absorbed and energetic about their work. As a result, they often put more
effort in, go above and beyond what’s expected of them and truly care about
the success of the business. They are willing to put in discretionary effort to
achieve the goals of the organisation.

It starts with the leaders

At the end of the day, most employees will be lead solely by their direct
managers, not by the Executive Board or high level managers. This means the
Directors, or even the HR department, in your organisation may have very
good intentions to increase employee engagement over time - but that doesn’t
translate to the day-to-day operations. As the saying goes, people leave
managers, not companies.

So organisations have a responsibility to make sure their leaders know what

skills they need to have to get their employees engaged, and give them the
tools and knowledge to make it happen.

Shared purpose
The way to keep employees engaged is to lead them through a shared purpose
and vision – a shared way of doing things. It’s about inspiring their passion to
do the work the way you want it done, or at least achieve the outcomes you
need. Engaged employees want to come to work and consistently give 110%
effort, so attendance is high, they are rarely off sick and they produce above
average standards of performance.
Sometimes this happens by itself, which is a dream, and you know when
you’re there, because everyone realises it is special while it’s happening. More
often though, if employee engagement is anything less than 100%, this
process has to be led with purpose and intention.

Vision and boundaries

Imagine if you will:

“You are a leader. You take your team to the top of a tall building, a skyscraper

in fact. It has a flat roof, it is dark, there is no barrier round the edge of the

roof… and the team members have roller skates on. You ask them to skate

around, but they huddle together in the middle not daring to go far – it is very

scary for them. But now, if you floodlight the roof and put railings round the

edge then the team will skate to the edges, using all the space, they will put on

a magnificent display exceeding all your expectations.”  -Dr Derek Biddle

If you fail to shine the light (which is your vision), fail to put up the right
railings (which are your boundaries), or fail to spot when some members of
your team are skating exactly the way you want and not encouraging it, that’s
when things go wrong.  It is hard work and stressful.

To achieve this clarity of purpose, to authentically shine the light and set the
boundaries, a leader needs specific skills. And one of the most under-
emphasised skills to keep everything fluid and working, like in any good
engineering process, is explicitness. It sits best in the early stages of the
leader’s journey in developing an individual or a team.

It has been observed that when a group of children are in a big, unfamiliar field
and you tell them they can play anywhere, typically they won’t go far from the
‘base’ or where you are. However, if you put a fence round the area near to you
or even quite a way away, they have a sense of boundary and security. If you
tell them they can play anywhere within the fence, they will use all the
available space and may even try and climb over the fence, just to see what
happens and test the boundary.

For a leader then, the boundary you put up is about developing a strong, clear
vision and setting the ‘rules of engagement’ for working as part of this team. It
includes the overall organisational goals, the way we relate to each other, the
systems we use, the time we keep, the way we dress, what we say, the way we
deliver our service.

Being explicit in this way requires the leader to be ‘present’, to be visible, to

notice when things need to be done and how, especially, to notice when things
are being done well, and when they are not. This becomes all the more acute
when offices are virtual, you all work at different locations, or you are
constantly travelling. Your ‘being visible’, the light you are shining, and being
able to lead with clarity and explicitness requires attention, commitment and
passion. It is easy then for people to engage and support the leader.

The ability to motivate and inspire others

‘Recognition’ is a primary motivator for people generally. Indeed, negative
feedback or even abuse means someone is giving you attention, and it is 100
times better than being ignored. So giving recognition in the form of feedback
little and often, every day, is a fundamental leadership skill, and is part of
establishing strong commitment and engagement.

Here the old adage ‘what gets measured gets done’ springs to mind, and you
know wherever you place your attention, things start to happen. Rewarding
people for good performance (remember about seven times more positive than
negative feedback is needed!) is part of driving high achievement, people feel
better if they know what they do matters and it is appreciated.

Self-awareness
The step change for leaders is the recognition that before they can lead and
engage others, they first need to lead themselves. This starts from a platform
of heightened level of self-awareness – or leadership from the inside-out.
Leaders who are self-aware will align their core identity and purpose to their
behaviour and results. This frees them up to express themselves authentically
in everything that they do and say and to act in alignment with their purpose
and values. It is only after this is accomplished that they can effectively tackle
the challenge of leading others.

Q1.

Marketing Manager

Marketing Manager Job Responsibilities:

 Contributes to marketing strategy by studying economic indicators,

tracking changes in supply and demand, identifying customers and their
current and future needs, and monitoring the competition.
 Obtains market share by developing marketing plans and programs for
each product and directing promotional support.
 Maintains relations with customers by organizing and developing
specific customer-relations programs and determining company
presence at conventions, annual meetings, trade associations, and
seminars.
 Provides short- and long-term market forecasts and reports by directing
market research collection, analysis, and interpretation of market data.
 Develops new uses for existing products by analyzing statistics
regarding market development, acquiring and analyzing data, and
consulting with internal and external sources.
 Maintains research database by identifying and assembling marketing
information.
 Provides marketing information by answering questions and requests.
 Achieves financial objectives by preparing an annual budget,
scheduling expenditures, analyzing variances, and initiating corrective
actions.
 Completes marketing department operational requirements by
scheduling and assigning employees and following up on work results.
 Maintains marketing staff by recruiting, selecting, orienting, and training
employees.
 Maintains marketing staff job results by counseling and disciplining
employees; and planning, monitoring, and appraising job results.
 Develops marketing staff by providing information, educational
opportunities, and experiential growth opportunities.
[Work Hours & Benefits] Here is where the most effective marketing manager
job descriptions include details about your firm’s working hours and benefits.
Tell prospective managers about flexible hours or work-week structures, and
any travel requirements. You can also highlight any benefits unique to your
company, like tuition or continuing education credits, paid parental leave, or
childcare reimbursement.

Marketing Manager Qualifications/Skills:

 Creating and maintaining client relationships

 Coaching and subordinate involvement
 Managing Processes
 Self-motivated yet customer-focused
 Proficient in marketing research and statistical analysis
 Familiar with financial planning and strategy

Education, Experience, and Licensing Requirements:

 Bachelor’s or master’s degree in marketing or a related field

 Proven working experience in digital marketing, particularly within the
industry
 Demonstrable experience leading and managing SEO/SEM, marketing
database, email, social media and/or display advertising campaigns
 Solid knowledge of website and marketing analytics tools (e.g., Google
Analytics, NetInsight, Omniture, WebTrends, SEMRush, etc.)
 Working knowledge of ad serving tools
 Experience in setting up and optimizing PPC campaigns on all major
search engines
 Working knowledge of HTML, CSS, and JavaScript development and
constraints

[Call to Action] Here is your chance to turn potential applicants into actual

applicants, by letting them know exactly how to apply with a well-crafted call
to action. Provide details on resume or application submissions, along with
any other requirements.

Ready to post your marketing manager job description?

Now that you’ve built the perfect job listing, you can take your search for the
best managers to the next level. Monster job ads provide a wide range of
monthly plans to choose from, allowing you to scale up, phase down, or
cancel your campaign at any time. Find the right plan for your company and
you’ll even have access to SearchMonster, our robust candidate engagement
platform, at no extra charge. 

Q 3.

The rapid spread of COVID-19 has forced three-quarters of U.S. states to

issue stay-at-home orders, impacting nearly 300 million Americans, as of early
April. While many states have certain exemptions that allow “essential”
businesses to stay up and running, thousands of companies across the
country have shifted the majority of their staffs to remote work, whether or not
explicitly required to by their state or local government.

This shift can create many logistical challenges for companies: How do they
continue recurring meetings? Do they need to reroute desk phones to
employee cell phones? Are there any processes that aren’t currently set up to
be completely paperless that need to be updated? For some organizations,
these are brand-new challenges. Others may have years or even decades of
experience with remote staff.

But even for companies that have robust remote work infrastructures in place,
there are often challenges with employees themselves. Many employees have
little to no experience working remotely. This means they might have issues
with dealing with the necessary technology, managing distractions, staying
organized at home, or a host of other concerns.

In this feature, we’ll provide some tips and strategies for training and
preparing staff for remote work, including advice we received from industry
experts.

Advanced Training

At this point, it is probably too late for many readers to set up advanced
remote working training as part of the COVID-19 pandemic; however, the
current crisis is not likely to be the last or only time companies want, or need,
to shift staff to remote work arrangements.

Advanced training can give employees the tools and skills they need to
succeed in a remote environment while they are still in the in-person, face-to-
face environment they are used to.

We should note that while it’s great to be able to provide advanced training,
it’s never too late to start. Even for companies that have already shifted most,
or all, of their staff to remote roles, it’s never a bad idea to provide a broad
overview of tools and strategies for making the change a success.
Time Management and Organization

Not all staff are cut out for remote work, but necessity may demand they be as
successful as possible nonetheless. Two of the biggest challenges for many
when working from home are managing time effectively—including avoiding
distractions—and staying organized.

These are skills employees may demonstrate well in the office but struggle to
maintain at home. Managers need to be aware of this possibility and provide
resources and strategies to help staff address potential challenges.

Remote Communication Etiquette

Just because videoconferencing, e-mail, and instant messaging are the virtual
equivalents of in-person meetings and one-on-one interactions doesn’t mean
the same “in-person” etiquette and professionalism will naturally translate.

Some individuals seem to lose track of basic etiquette when transitioning to a

virtual format, and some rules simply don’t have a counterpart when switching
from in-person to virtual.

Remotely Accessible Training Resources

Cornerstone Chief Talent Officer Kimberly Cassady suggests that companies

provide online access to learning and development materials, including those
focused specifically on how to effectively work remotely.

“For example, if your organization has adopted a more flexible work from
home policy, a learning course on how to stay productive when working
remotely can help employees manage their tasks and stay engaged,” she says.
“Meanwhile, online courses about stress management and mindfulness can
help employees navigate worrisome situations—while simultaneously
equipping them with important soft skills for the future of work.”

Emotional and Mental Well-Being

Technology, logistics, and work habits are obviously key considerations for
training remote workers. But it’s important not to lose sight of the emotional
and mental changes that staff with limited to no previous remote work
experience might be dealing with.

“Loneliness and depression are major pain points for remote workers, and
those that are new to working from home can be negatively impacted by the
sudden drop-off in social interaction,” says Peter Jackson, CEO of Bluescape,
a California-based software company. “This can lead to a breakdown in
collaboration and productivity, especially as those who are used to face-to-
face meetings struggle to identify how to establish those same connections
virtually.”