SUMMER PROJECT

PROGRESS REPORT NO. 4

(FINAL REPORT)

KEY LEARNINGS AND FINDINGS OF THE

(CoolBoots Media Pvt. Ltd.)

SUBMITTED TO: SUBMITTED BY:

Name: Mr. Pardeep Bawa STUDENT NAME: Raman Kumar

Designation: Associate Professor UID: 20MBA1035
Chandigarh University MBA-Batch 2020-22
Location: Gharuan, Mohali
 A SUMMER PROJECT REPORT ON

(CoolBoots Media Private Limited)

SUBMITTED IN PARTIAL FULFILLMENT OF THE REQUIRMENTS

FOR THE
MASTER OF BUSINESS ADMINISTRATION (MBA)
OF
CHANDIGARH UNIVERSITY, GHARUAN, MOHALI

SUBMITTED TO: SUBMITTED BY:

Name: Mr. Pardeep Bawa STUDENT NAME: Raman Kumar

Designation: Associate Professor UID: 20MBA1035
Chandigarh University MBA-Batch 2020-22
Location: Gharuan, Mohali

CHANDIGARH UNIVERSITY

GHARUAN, MOHALI (PUNJAB)

 DECLARATION

PROJECT IS ORIGINAL WORK

I declare that this company based project titled [“CoolBoots Media Private Limited”] has been

worked on, drafted and finalized by me - [RAMAN KUMAR], [UID 20MBA 1035] student of MBA 4th

semester of the Batch 2020- 2022.

This project is an original piece of work and not copied or plagiarized from any other source of literature,

review article or published article in this regard. I wish to accord due credit for the references and literary

inputs which I have taken from the company’s official site, promotional material, official literature and

printed material and express my innate gratitude for the same.

This Company Based Project Report is being submitted in partial fulfillment of the degree of Master in

Business Administration from University School of Business, Chandigarh University and has not been

submitted for the reward of any certificate, diploma, degree, fellowship with any college / university nor

educational institute before this.

In case any part of this work (other than company references) is reported as copied from any another

source, I shall be solely responsible for the same and will be answerable for any action taken in this

regard.

Students’ Signature

Name – RAMAN KUMARI

UID No - 20MBA 1035

Date -

INTRODUCTION TO COMPANY
COOLBOOTS MEDIA PRIVATE LIMITED

Coolboots Media Private Limited is an Indian Non-Government Company.

It's a private company and is classified as ‘company limited by shares'.

Company's authorized capital stands at Rs 1.0 lakhs and has 100.0% paid-
up capital which is Rs 1.0 lakhs.

Coolboots Media Private Limited is majorly in Business Services business

and currently, company operations are active.

Company is registered in Delhi (Haryana) Registrar Office. Coolboots

Media Private Limited registered address is ENVISON MULTIVENTURES
Private ATE LIMITEDKANDIVALI (WEST) C-601, SHYAMKUNJ,
MAHAVIR NAGAR400067 MUMBAI-Mumbai City.

The company is creating India's largest digital mobile workforce. Digital

space is where the marketing boom is taking place and is the fastest-
growing model to capture and engage the customers. It is here that we
have carved a niche for ourselves and are taking large strides to sprint
forward in the field of performance marketing.
There is a bunch of tech-crazed product based digital organization having
Mobile applications as products with 50 mn+ users. We are further creating
waves in apptainment segment with our apps Qureka & Qurekapro with
mobile gaming and app - entertainment.

The coolboots belongs to the IT sector as it is a software company

Information Technology sector
Information Technology in India is an industry consisting of two major components: IT
services and business process outsourcing (BPO). The sector has increased its
contribution to India's GDP from 1.2% in 1998 to 7.7% in 2017. ... As of 2020, India's IT
workforce accounts for 4.36 million employees.

Companies that develop and produce database management software and systems.

The products of the companies are

Above are the two products of the company Qureka and Qureka pro
version, both the applications belongs to the games by them you can
earn.
It is the no.1 live and Trivia and gaming app.
The company is backed by the largest media conglomerate in India.

SWOT Analysis of the Coolboots Media Pvt. Ltd.

STRENGTHS
 Your specialists marketing expertise.
 Anew, innovation product or service.
 Location of your business.
 Quality processes and procedures
 Any other aspects of your business that adds value to the product or services of the
company.

WEAKNESSES
 Damaged reputation
 Undifferentiated products or services in relation the the competitors
 Less brand awareness.
 Poor quality goods or services
 Poor location of the business

OPPURTUNITIES
 A developing market such as internet
 Mergers, joint ventures or strategic alliances
 A new International market
 A market vacated by an ineffective competitor
 Moving into new market segments that offer improved profits

THREATS
 A new competitor in your home market
 Price wars with competitors
 A competitor has a new, innovative product or service
 Competitors have superior access to channels of distribution
 Taxation is introduced on your product or service
 SUMMER PROJECT

PROGRESS REPORT NO. 2

ON

COMPANY ANALYSIS OF

(CoolBoots Media Pvt. Ltd.)

SUBMITTED TO: SUBMITTED BY:

Name: Mr. Pardeep Bawa STUDENT NAME: Raman Kumar

Designation: Associate Professor UID: 20MBA1035
Chandigarh University MBA-Batch 2020-22
Location: Gharuan, Mohali

Company Analysis
Competitors List
Some trivial details and terms to be understood while
checking COOLBOOTS MEDIA PRIVATE
LIMITED COMPANY Details are Stated as follows :-
1. MCA – Ministry of Corporate Affairs is the body that regulates corporate
affairs in the country via various bills, rules and regulations laid as per
various acts.
2. ROC – Registrar of Companies is basically an office or a department under
Ministry of Corporate Affairs that deals with the Companies Act and
currently there are around 22 of these offices, RoC-Delhi being one of
them and the major job of each office is to register Companies
like COOLBOOTS MEDIA PRIVATE LIMITED COMPANY under their
relevant act.
3. Authorised Share Capital – Authorised Share Capital is the maximum
amount of capital for which a company can issue share to its shareholder.
The same can be increased and raised anytime in future by following a
particular protocol stated under the specific law. Similarly Authorised
Capital of COOLBOOTS MEDIA PRIVATE LIMITED COMPANY is Rs.
250,000 and the maximum amount of share it can issue to the share
holders are upto Rs. 250,000 only.
4. Paid Up Share Capital – Paid up Share Capital is always lower than the
Authorised Capital, it is basically the amount of money received for shares
issued to the shareholders of a Company i.e. as stated above Authorised
Share Capital of COOLBOOTS MEDIA PRIVATE LIMITED COMPANY is
Rs. 250,000 and Paid Up share Capital is Rs. 204,080 , so you can check
that Paid-up Capital is as usual lower than Authorised Capital, that means
paid-up capital is part of a bigger set i.e. called Authorized Sh. Capital and
it can be seen under the Shareholder’s fund head on Liability side of
Position Statement.
5. Financial Reports – Financial Reports of an entity are the documents
which shows the actual Income and Position of an organization in the
current Market Scenario. To get details about the Latest Income Statement
and Position Statement of COOLBOOTS MEDIA PRIVATE
LIMITED COMPANY consult Company Vakil Experts.
6. Balance Sheet – Balance Sheet is called the position statement of an
entity and the statement shows the exact assets, liabilities and Capitals of
a business. To get the details about the latest Balance Sheet
of COOLBOOTS MEDIA PRIVATE LIMITED COMPANY consult Company
Vakil Experts.
7. Profit and Loss Statement – Profit and Loss Statement is considered as
the Income Statement of a Business. The same is calculated on the basis
of Income and Expenditure done in a business and the final outcome of the
 statement tells that If the business is in Profit or Loss. To get the latest
Profit and Loss Statement of COOLBOOTS MEDIA PRIVATE
LIMITED COMPANY feel free to consult Company Vakil officials.
8. Reserves and Surplus – Reserves of an entity means a certain amount of
money i.e. a fund earmarked for a specific reasons and purposes. Surplus
is actually the amount of profit an entity made. It’s the point where a P&L
i.e. the income statement and Balance Sheet i.e. the Position statement
coincide and intersect each other. Reserves and Surplus is a head on the
Liability side of a Balance Sheet. To know about the Reserves and Surplus
of COOLBOOTS MEDIA PRIVATE LIMITED COMPANY, feel free to
consult our associates.
9. Long Term Borrowings – Long terms borrowing also known as long term
debt of a business. It’s a head on the Liability side of the Balance sheet.
These are basically Loans of a Business which won’t be due within a
period of 1 Year from the as on Balance Sheet Date. To know about the
Long Term Borrowings and loans of COOLBOOTS MEDIA PRIVATE
LIMITED COMPANY feel free to reach us for help.
10. Short Term Borrowings – Short term borrowings or short terms debts
are also Loans that are shown under the Current Liabilities head in a
Balance Sheet. It’s a loan which is due for a period of less than 1 year. If
you wish to know more about the Borrowings of the COOLBOOTS MEDIA
PRIVATE LIMITED COMPANY, please feel free to reach us.
11. Trade Payables – Trade payables are actually considered as a
Current Liability because it’s technically a short term liability that needs to
be paid within a year’s time. Trade Payable is the billed amount due to the
supplier of Goods or Services from the owner of the company and has to
be cleared off within 1 year’s time. Details about the Trade Payable
module of COOLBOOTS MEDIA PRIVATE LIMITED COMPANY, you can
have a discussion with our Legal representatives.
12. Current Investment – Current Investments are part of the current
Assets head in the B/S. Reason for it being part of the CA head is that
Current Investments are expected to be liquidated into cash within a period
of 1 year. Our team of Legal Researchers can definitely guide you in
understanding the Current investments made by COOLBOOTS MEDIA
PRIVATE LIMITED COMPANY.
13. Inventories – Inventories are the stock of goods that are to be sold
by the business owner for a particular period of time, inventories is the
main asset around which almost every business revolves, because
inventories are the goods that are being traded via business. To know the
exact inventory held by COOLBOOTS MEDIA PRIVATE
LIMITED COMPANY, consult our Inventory Experts.
14. Trade Receivables – Trade Receivables are also known as Account
Receivables, they are part of Current Assets, Trade Receivables are the
 due amount to be received after the sales of the merchandise. For more
information about Trade Receivables of COOLBOOTS MEDIA PRIVATE
LIMITED COMPANY you can talk to our team.
15. Cash & Bank Balances – Cash and Bank Balance is quite clear by
their name itself, it’s part of the Assets side of the Position Statement and it
tells the amount of Liquidity of a business, i.e. it means the amount of
Cash and Cash equivalents with an organistation and also the money
present in the Bank Account of the same. The same shall be true in the
case of COOLBOOTS MEDIA PRIVATE LIMITED COMPANY.
16. Corporate Identification Number – it is issued by Ministry of
Corporate Affair at the time when and entity gets registered. It is also
called a CIN number and works as the main Identification proof for an
Organisation. Details about the CIN Number of COOLBOOTS MEDIA
PRIVATE LIMITED COMPANY is mentioned above.
17. Company Status – Company Status is the current status of a
company or LLP as per the government records, in case of the above
entity the current status is Active.
18. Company Category – this shows the current category of your
Company i.e. is it limited by shares or is it limited by guarantee and the
current category for the above stated company is Company limited by
Shares.
19. Company Sub Category – There is a further division of category
stated above i.e. if the business in question is a government entity or a
non-government entity and the one being discussed is a Non-govt
company.
20. Class of Company – Class of Company shows that what type of the
entity is it i.e. is it a Public or a private organisation, like this entity being
discussed is completely a Private Organisation.
21. Date of Incorporation – It is the date on which an entity is
commenced and in this case the date of incorporation is 16 June 2016.
22. Age of the Company – Age of the entity is calculated from the date
of formation of the entity to the as on date of the day is 5 years, 1 months,
1 days.
SUMMER PROJECT

PROGRESS REPORT NO. 3

ON

COMPANY ANALYSIS OF THE DOMAIN TASKS

AND RESPONSIBILITIES.

(CoolBoots Media Pvt. Ltd.)

SUBMITTED TO: SUBMITTED BY:

Name: Mr. Pardeep Bawa STUDENT NAME: Raman Kumar

Designation: Associate Professor UID: 20MBA1035
Chandigarh University MBA-Batch 2020-22
Location: Gharuan, Mohali

Software Project Team

Roles and Responsibilities
Successful development projects take careful planning, a talented
team and collaboration of a project’s team members, both internal
and external (client representatives). Software projects only move
forward when the key team members are in place.

Project Manager

Project manager duties:

 Develop a project plan

 Manage deliverables according to the plan

 Recruit project staff

 Lead and manage the project team

 Determine the methodology used on the project

 Establish a project schedule and determine each phase

 Assign tasks to project team members

 Provide regular updates to upper management

Functional manager:

 Assign project

 Discuss how well person is doing that work and if person wants
to continue doing it (providing opportunities for growth)

 Gather information from other PMs to write the evaluation

 Work with employee to set and coach on career goals

Operational Manager

An operations manager is a senior role which involves

overseeing the production of goods and/or provision of
services.
It’s an operations manager’s job to make sure an
organization is running as well as it possibly can, with a
smooth efficient service that meets the expectations and
needs of customers and clients.

Main Job Tasks and Responsibilities

 Coordination and Supervision — Coordinate, manage and

monitor the workings of various departments in the
organization.

 Financial — Review financial statements and data. Utilize

financial data to improve profitability. Prepare and control
operational budgets. Control inventory. Plan effective strategies
for the financial well-being of the company.

 Best Practices — Improve processes and policies in support

of organizational goals. Formulate and implement
departmental and organizational policies and procedures to
maximize output. Monitor adherence to rules, regulations and
procedures.

 Human Resources — Plan the use of human resources.

Organize recruitment and placement of required staff.
Establish organizational structures. Delegate tasks and
accountabilities. Establish work schedules. Supervise staff.
Monitor and evaluate performance.
 Production — Coordinate and monitor the work of various
departments involved in production, warehousing, pricing and
distribution of goods. Monitor performance and implement
improvements. Ensure quality of products. Manage quality and
quantity of employee productivity. Manage maintenance of
equipment and machinery. Provide technical support where
necessary.

 Communication — Monitor, manage and improve the

efficiency of support services such as IT, HR, Accounts and
Finance. Facilitate coordination and communication between
support functions.

 Sales and Marketing and Customer Service — Manage

customer support. Plan and support sales and marketing
activities.

 Strategic Input — Liaison with top management. Assist in

the development of strategic plans for operational activity.
Implement and manage operational plans.

·Planning and controlling change.

 Managing quality assurance programs.

 Researching new technologies and alternative methods of

efficiency.

 Setting and reviewing budgets and managing cost.

 Overseeing inventory, distribution of goods and facility layout.

Analyst

The Analyst is responsible for ensuring that the requirements of

the business clients are captured and documented correctly before
a solution is developed and implemented. In some companies, this
person might be called a Business Analyst, Business Systems
Analyst, Systems Analyst or Requirements Analyst.

Business Analyst

Business analyst duties:

 Assist in defining the project

 Gather requirements from business units or users

 Document technical and business requirements

 Verify that project deliverables meet the requirements

 Test solutions to validate objectives

QA Manager

The QA role works with the Functional Analyst (FA) and the
Solutions Architect (SA) to convert the requirements and design
documents into a set of testing cases and scripts, which can be
used to verify that the system meets the client needs. This
collection of test cases and scripts are collectively referred to as a
test plan. The test plan document itself is often simple providing
an overview of each of the test cases. The testing cases and scripts
are also used to validate that there are no unexplained errors in
the system.

The test plan is approved by the Subject Matter Experts (SMEs)

and represents the criteria to reach a project closing. If the test
cases and scripts in the test plan are the agreed upon acceptance
criteria for a project then all that is necessary is for project closure
is to demonstrate that all of the testing cases and scripts have been
executed successfully with passing results.

A test case is a general-purpose statement that maps to one or

more requirements and design points. It is the overall item being
tested. It may be a specific usability feature, or a technical feature
that was supposed to be implemented as a part of the project.

Test scripts fit into the test cases by validating that case. Test
scripts are step-by-step instructions on what to do, what to look
for, and what should happen. While the test cases can be created
with nearly no input from the architecture or design, the test
scripts are specific to how the problem was solved by the software
development team and therefore they require an understanding of
not only the requirements, but also the architecture, design, and
detailed design.

Change Control Board/change manager

The Change Control Board is usually made up of a group of

decision makers authorized to accept changes to the projects
requirements, budget, and timelines. This organization would be
helpful if the project directly impacted a number of functional
areas and the sponsor wanted to share the scope change authority
with this broader group. The details of the Change Control Board
and the processes they follow are defined in the project
management processes.

Client

This is the people (or groups) that are the direct beneficiaries of a
project or service. They are the people for whom the project is
being undertaken. (Indirect beneficiaries are probably
stakeholders.) These might also be called “customers”, but if they
are internal to the company, LifecycleStep refers to them
generically as clients. If they are outside your company, they
would be referred to as “customers”.

Client Project Manager

If the project is large enough, the business client may have a
primary contact that is designated as a comparable project
manager for work on the client side. The IT project manager
would have overall responsibility for the IT solution. However,
there may be projects on the client side that are also needed to
support the initiative, and the client project manager would be
responsible for those. The IT project manager and the client
project manager would be peers who work together to build and
implement the complete solution.

Solution team/software architect

 define, document, and communicate it

 make sure everyone is using it, and using it correctly

 make sure that it comes out in stages in a timely way so that the
overall organization can make progress before it’s complete

 make sure the software and system architectures are in

synchronization

 act as the emissary of the architecture

 make sure management understands it (to the detail necessary)

 make sure the right modeling is being done, to know that

qualities like performance are going to be met
 give input as needed to issues like tool and environment
selection

 identify and interact with stakeholders to make sure their

needs are being met

 make sure that the architecture is not only the right one for
operations, but also for deployment and sustainment

 resolve disputes and make tradeoffs

 resolve technical problems

 maintain morale, both within the architecture group, and

externally as well. The latter is done by providing a sound
design, when needed, and providing good presentations and
materials to let everyone know the organization is on the right
track.

 understand and plan for evolutionary paths

 plan for new technology insertion

 manage risk identification and risk mitigation strategies

associated with the architecture

Process Analyst:

The process analyst leads and coordinates business use-case

modeling by outlining and delimiting the organization being
modeled; for example, establishing what business actors and
business use cases exist and how they interact. The business
process analyst is responsible for the business architecture.
He/she is shown below as responsible for Artifact: Business Object
Model because of this overall architectural responsibility, even
though Role: Business Designer creates and maintains it.

Main Duties

Commonly, the main duties of this role include:

 Stakeholder Relationship Management

 Documentation, Training and Support

 Process Review and Enhancement

Duties :

 Assess the situation of the target organization where the

project’s end-product will be deployed.

 Understand customer and user requirements, their strategies,

and their goals.

 Facilitate modeling of the target organization.

 Discuss and facilitate a business engineering effort, if needed.

 Perform a cost/benefit analysis for any suggested changes in
the target organization.

 Discuss and support those who market and sell the end-
product of the project.

Test analyst/Tester/test Engineer

The Test Analyst role is responsible for initially identifying and

subsequently defining the required tests, monitoring the test
coverage and evaluating the overall quality experienced when
testing the Target Test Items. This role also involves specifying the
required Test Data and evaluating the outcome of the testing
conducted in each test cycle. Sometimes this role is also referred to
as the Test Designer, or considered part of the Tester role. This
role is responsible for:

 Identifying the Target Test Items to be evaluated by the test

effort

 Defining the appropriate tests required and any associated Test

Data

 Gathering and managing the Test Data

 Evaluating the outcome of each test cycle

Software Architecture:
The basic objectives of a solution architect could be as following.

* Be mindful of the scope of the project

* Across the SAP modules, he would do the followings.

— Understand client’s requirements and its business viabilities
— Determine the gaps between requirements and SAP
functionalities and define workable solutions to bridge the gaps
— Design the solutions in detail with the help from the consultants
and business
— Plan the closure of the solutions and see through the
implementation of the solutions

Database Administrator

A Database Administrator is a specialist that models, designs and

creates the databases and tables used by a software solution. This
role combines Data Administrator (logical) and DBA (physical).

The designer is responsible for understanding the business

requirements and designing a solution that will meet the business
needs. There are many potential solutions that will meet the
client’s needs. The designer determines the best approach. A
designer typically needs to understand how technology can be
used to create this optimum solution for the client. The designer
determines the overall model and framework for the solution,
down to the level of designing screens, reports, programs and
other components. They also determine the data needs. The work
of the designer is then handed off to the programmers and other
people who will construct the solution based on the design
specifications.

Developer

The Developer is responsible for the actual building of the

solution. For more information on this role,

Project Team

The project team consists of the full-time and part-time resources

assigned to work on the deliverables of the project. This includes
the analysts, designers, programmers, etc. They are responsible
for:

 Understanding the work to be completed

 Planning the assigned activities in more detail if needed

 Completing assigned work within the budget, timeline and

quality expectations

 Informing the project manager of issues, scope changes, risk

and quality concerns

 Proactively communicating status and managing expectations

The project team can consist of staff within one functional
organization, or it can consist of members from many different
functional organizations. A cross-functional team has members
from multiple organizations. Having a cross-functional team is
usually a sign that your organization is utilizing matrix
management.

Sponsor (Executive Sponsor and Project Sponsor)

This is the person who has ultimate authority over the project. The
Executive Sponsor provides project funding, resolves issues and
scope changes, approves major deliverables and provides high-
level direction. They also champion the project within their
organization. Depending on the project and the organizational
level of the Executive Sponsor, they may delegate day-to-day
tactical management to a Project Sponsor. If assigned, the Project
Sponsor represents the Executive Sponsor on a day-to-day basis
and makes most of the decisions requiring sponsor approval. If the
decision is large enough, the Project Sponsor will take it to the
Executive Sponsor for resolution.

Stakeholder

These are the specific people or groups who have a stake, or an

interest, in the outcome of the project. Normally stakeholders are
from within the company, and could include internal clients,
management, employees, administrators, etc. A project may also
have external stakeholders, including suppliers, investors,
community groups and government organizations.

Steering Committee

A Steering Committee is a group of high-level stakeholders who

are responsible for providing guidance on overall strategic
direction. They do not take the place of a Sponsor, but help to
spread the strategic input and buy-in to a larger portion of the
organization. The Steering Committee is usually made up of
organizational peers and is a combination of direct clients and
indirect stakeholders. Some members on the Steering Committee
may also sit on the Change Control Board.

Subject Matter Expert

A Subject Matter Expert (SME) has superior (expert) knowledge of

a discipline, technology, product, business process or entire
business area.

SME Duties:

 Review test cases for integration testing associated with the

inventory management system.

 Help validate user requirements for payroll application.

 Conduct code walkthrough for accounts payable interface to
legacy system.

 Review requirements traceability matrix, and ensure that

requirements have coverage.

 Help refine and determine feasibility, correctness, and

completeness of end-user’s requirement.

 Provide input for the design and construction of test cases and
business scenarios.

 Help answer questions associated with the design of the status

quo application, its features, and its capabilities.

 Validate executed test results.

Suppliers / Vendors

Suppliers and vendors are third party companies or specific people

that work for third parties. They may be subcontractors who are
working under your direction, or they may be supplying material,
equipment, hardware, software or supplies to your project.
Depending on their role, they may need to be identified on your
organization chart. For instance, if you are partnering with a
supplier to develop your requirements, you probably want them
on your organization chart. On the other hand, if the vendor is
supplying a common piece of hardware, you probably would not
consider them a part of the team.
Tester

The Tester ensures that the solution meets the business

requirements and that it is free of errors and defects.

Users

These are the people who will actually use the deliverables of the
project. These people may also be involved heavily in the project in
activities such as defining business requirements. In other cases,
they may not get involved until the testing process. Sometimes you
want to specifically identify the user organization or the specific
users of the solution and assign a formal set of responsibilities to
them, like developing use cases or user scenarios based on the
needs of the business requirements.
 SUMMER PROJECT

PROGRESS REPORT NO. 4

(FINAL REPORT)

KEY LEARNINGS AND FINDINGS OF THE

(Cool Boots Media Pvt. Ltd.)

SUBMITTED TO: SUBMITTED BY:

Name: Mr. Pardeep Bawa STUDENT NAME: Raman Kumar

Designation: Associate Professor UID: 20MBA1035
Chandigarh University MBA-Batch 2020-22
Location: Gharuan, Mohali

Employee development
areas DOWNLOAD GUIDE

Why do you need to continuously develop your

workforce?

All employees benefit from continued development - regardless of

their specific skill set, specialty, or focus, their roles and
responsibilities are constantly changing, and thus require the
employee to evolve and adapt to these challenges.

This guide will not cover any of the technical skills mainly because
technical skills can contain many different sub-skills, and all of these
sub-skills are equally important.
Organizations benefit just as much as the employee, if not more, from
continued development.

The need to be competitive with similar organizations and remain

profitable is what drives companies to invest in their employees;
because of the rapidly changing environment and technologies, the
only way to achieve that is to constantly develop employees
through Continuous Learning.

While some organizations want people with very basic skills and
others are looking for people with lots of experience and expertise,
both types of employees reap the rewards, thanks to a focus on much
broader areas of development for employee growth.

Imagine a creative and flexible team with exceptional work ethic,

capable of solving problems, communicative and able to prioritize and
multi-task! Everyone wins – the employee AND the organization.

7 Key employee development areas

1. Flexibility
2. Communication skills
3. Bonus: Conflict Resolution, Tactfulness, Work ethic
4. Leadership Skills
5. Organizational Skills
6. Creativity Skills
 7. Bonus: Stress Management

Both employees and employers can focus on them together.

1. Flexibility

Because today’s business environment is so dynamic, employees

must develop skills to help them adapt to ever-changing work-related
situations.

In a rapidly changing business world, employees that are highly

flexible in their responses to changing situations are a prized asset.

Adaptability is the key to an employee’s well-being and ability to thrive

within the work environment.
A static employee is one that will quickly become disengaged from
excelling and moving forward, or worse, overwhelmed and
overstressed, resulting in poor performance or an early
evacuation/termination from the organization.

New environments, and learning to acclimatize to them effectively,

requires a diverse set of tools from the developmental toolbox.

One of the most crucial being knowledge management within the

organization. This crucial component allows a breadth of shared and
supportive information by leveraging this holistic process of capturing,
distributing, and then effectively using an entire organization’s
collective knowledge.
The employee (and employer) can thus rely on these resources to
truly grow and develop.

The sub-skills of being Highly Flexible

Let's take a closer look at the building blocks of reaching the big-
picture goal of being highly flexible, and then the steps to achieve it.

1. Ability to learn new skills:

Without innovation and growth, an organization will be left
behind while the competition moves forward. Employees must
have the ability to be trained and embrace the process of
continuous learning. Make this endemic to the daily structure;
allow and encourage education.
2. Adaptability:
New skills, knowledge, and understanding are great but
moreover is the ability to take those learned skills and adapt
them to the task at hand. Again, rely upon knowledge
management to pull from that collective information. Maybe a
single employee doesn’t have the insight to apply what he or she
knows to find a solution, but a multidisciplinary approach of
bringing in more voices to the equation will often result in
solutions.
3. Improvising:
Despite the best-laid plans, sometimes it takes good old
fashioned improv to get the job done. Have a new technology,
marketing idea, or design that the company hasn't tried before?
Don't be afraid to encourage employees to "wing it" by applying
what they know in a best-guess fashion at an improvised
solution.
4. Ability to respond to new problems or issues:
This is where most companies will use their Flexibility power in
day to day operations. New problems will always arise, but
 instead of letting the gears come to a screeching halt, flexible
employees will find a solution – quickly and efficiently without
missing a beat.

Ways to train a Highly Flexible workforce

Here are a few real-world ways to refine some areas of development

for employee flexibility:

 Cross-training: By providing employees with cross-team training,

everyone in the organization will learn to appreciate the
challenges that other teams face when performing their roles. As
an employee, this ability, to understand and deal with a variety of
challenges in the workplace, breeds flexibility.
 Change role/department/project/new responsibilities for a short
period of time. Giving new responsibilities can help with
understanding the bigger picture and of course develop new
skills. For example, a team lead position can help an employee
understand the workflow and management side of a project -
what has to come together from all the participating team
members to make it successful. Of course, employees need to
agree to such actions.
 Business trips to other offices, branches or shops. This can open
up a whole new way of doing things that may have not been
considered. Additionally, trips to the customer’s side of the table
are often the best way to get a grasp on their problems/needs
and processes that can be improved.
 Involve employees in making decisions. When people get to
participate in decision making, they feel more committed to
achieving the goals and they are also more motivated to reach
the new goals. It also helps people to understand different
perspectives and the reasons behind impactful decisions.
 Explaining and understanding the big picture: Instead of focusing
on task-specific imperatives, managers, supervisors, and
 employees can work together to focus on what the greater
impact of those individual tasks are on the bigger goal. This
helps promote greater flexibility amongst management and work
teams.
 Supervisors and managers can encourage workers to try
something different that will take them out of their comfort zone.
 If employees are eager to work on new tasks, assigning stretch
goals is yet another way to help them add new skills to their
current inventory of talents.
 Support networks: Often, the root cause of inflexibility in the
workplace comes from a sense of feeling overwhelmed in a role.
If employees start networking with peers and other colleagues,
and employers offer support (e.g. Designating “go-to” individuals
or Mentors), the workplace can be a very flexible and adaptable
place.
 Offering feedback, and accepting it positively, is often tough, but
it can lead to positive skills and development outcomes.
Delivering criticism in a positive – often private – way allows
such critique to be construed less as “reprimand” and more as
advice. Accepting criticism without fear that “management is out
to get you!” can turn critique into a learning point. Again, present
it as constructive feedback and not as just criticism. Also,
encourage the two-way street of both asking for and giving
feedback.
 Formal studying: Courses, Certificates, Web course, Books,
magazines, Seminars. Support studying outside of work hours,
e.g it can be reimbursement for paid courses, or fully paid
courses by the organization if they fit the development plan.
 Learning from peers and knowledge sharing. This can even take
the form of tutoring, social learning, and sharing sessions.
 A common goal: In the same spirit of support networks, the
company should encourage teams to work together to reach the
 common goal as opposed to encouraging teams to compete with
each other to reach their specific objectives.
 Keep things light while reinforcing that team mentality with fun
team building games.

Additional resources to read:

 Why the world needs deep generalists, not specialists

 The Future Of Work Is An Adaptive Workforce
 Learning in the flow of life

2. Communication skills

An organization is nothing without clear and concise communication.

In its absence, employees are working and reworking problems, in a

buddle, with NO shared knowledge, insights, or diversity.

Here are the skills that we’ll group under Communication, and the
various ways to develop each.

1. Teamwork
Promote group efforts and shared project responsibilities,
encourage group outings, team building activities and shared
goals. Always think and speak in terms of how “we” can
accomplish things instead of how “I” can contribute x,y,z to a
particular project.
2. Collaboration
We all have different ideas, skills, and knowledge. Rely on this
and facilitate it happening by encouraging a completely
multidisciplinary approach.
 3. Interpersonal skills
This encompasses a broad range of being a “good listener” and
communicator. From taking responsibility to being a dependable
leader, generally, focus on what it takes to be motivating to other
team members and hearing what they have to say and can
contribute.
4. Empathy
Don't be too quick to criticize without putting yourself in your co-
worker's shoes. Consider the "why" someone may share a
different opinion or is struggling before providing input.
5. Listening skills
Actually LISTEN. What is he/she actually trying to
communicate? Be interested, and be engaged; don’t simply wait
for your turn to speak.
6. Public speaking
Delivering what you have to say is much harder in front of an
audience; mastering this and then moving to small groups or
one-on-one will make you that much better at communicating.
7. Making presentations
Like public speaking, it is a good way to elevate your
communication talents.
8. Relationship building
Have you ever met a coworker or leader that you just jive with?
Consider what makes this work, and see if you can pull key
interactions or personality traits from this interaction into all your
relationships. If not, don’t give up; some working relationships
take time to build that rapport.

Ways to help in developing communication skills

 Frequent meetings:
Managers should meet frequently with their chain-of-command
employees. Additionally, as employees, it helps to hold regular
touch-points with peers and colleagues to keep information,
 thoughts and an exchange of ideas flowing freely across the
organization.
 Formal training:
Some soft skills, such as listening and picking up visual cues
and interpreting body language, need to be developed through
formal training. Organizations must invest in helping employees
to communicate across company hierarchy – with peers,
supervisors, senior management and executives. Also, make
sure you don’t forget various types of communication skills –
written, oral, in-person and remote, including digital and
traditional.
 Assigning group projects:
Working on group projects can also help bring out the best
amongst individuals and teams. Volunteering to work on cross-
team projects helps communication, promotes team spirit and
offers a change to hone interpersonal skills.
 Team-building games.
 Mentoring.
 Self-reflection and observing others.
See how you act in different social situations. What situations
make you feel uncomfortable or unable to act? What could you
do to improve your communication etc? Also, be cognizant of
how other people act in different situations, maybe you can find
out good tips on how to act (or what not to do) in certain
situations.
 Cross-functional workshops.
Engage in different discussions and situations. Talk with people
from other cultures, people with different personalities, people
with different backgrounds, people in different positions in the
company, etc. Learn from them and try to understand their
point of view.
 Feedback sessions.
3. Bonus: Conflict Resolution, Tactfulness, Work
ethic

When working in a team, one needs to be diplomatic and tactful, to not

"ruffle any feathers".

At the same time, doing what's morally right, and taking on ethical
positions in the workplace can generate conflict. It takes skill to
navigate these three – sometimes conflicting – domains.

Here’s how employers and employees can work together on

developing these skills for the good of individuals and the organization
as a whole:

 Training:
Employers can nominate employees, especially those who are
being groomed for leadership roles, for conflict management and
arbitration training. Veteran employees can also coach less-
senior staff on how to de-escalate potentially volatile situations.
Practicing listening skills, learning how to communicate during
stressful situations, and mastering the art of being polite but
assertive can also help diplomatically resolve workplace
conflicts.
 Self-assessment:
When faced with potential conflict in the workplace, doing a quiet
self-assessment of the situation can often produce tactful
solutions to dealing with it. Instead of confronting head-on the
source of the irritation, teaching employees to choose one-on-
one discussions or 3rd-party mediation between colleagues is
also great employee development areas examples.
 Professionalism:
Punctuality, self-discipline, fairness, understanding, tolerance,
 and empathy are all hallmarks of good work ethics. They are
also the traits of a good professional. While these traits are
inherent to one's character, many of them can be developed
through formal training. Volunteering to help colleagues that are
struggling with work challenges, or taking time to train
newcomers to the organization are great ways to build all these
skills. Employees must practice them every chance they get –
even when no one else is around to "police" them. Employers
can aid good work ethics by creating a safe, fair and healthy
working environment for all employees.

Although at first blush, these may seem like disparate employee

development areas examples, they are in fact highly correlated.

At the end of the day, if employers and employees work jointly to

develop these skills, everyone will learn to “get along better” for the
greater good of the self and the organization.

Additionally, as technology is improving, the manual, routine stuff will

become more and more automated.

As a result, people will have to deal with more complex stuff that
requires teamwork, social skills and communication, making these
skills even more valuable in all business sectors.

4. Leadership Skills

Leadership styles are diverse but to lead effectively there a few key
skills that are common amongst good leaders.
Leadership skills are highly valued by employers; effective leaders can
motivate and help others succeed within an organization.

A positive leader can lift a company above the competition, while a

negative leader can make the work environment a dreadful,
unmotivated and withering atmosphere.

Here are a few universal traits that you can likely recognize in the
successful leaders within your organization.

Successful leaders traits:

1. Management skills
This goes beyond ordering people around. Strong management
entails understanding those you are managing, motivating them
to perform their best and sound logistics to make things run as
smoothly as possible.
2. Self-confidence
You cannot inspire confidence in others if you do not exude
confidence in yourself. It shows – be confident without being
cocky.
3. Delegation
One of the initial stumbling blocks of inexperienced leaders is
trying to do everything themselves. Realize that great leaders
delegate without coming off as bossy or superior.
4. Motivation
This is one of those skills that are hard to teach, but easy to
recognize. Some people have a way of inspiring – take note of
what they’re saying and how they’re delivering it.
5. Decision making
Don’t be the indecisive squirrel in the road; it rarely turns out
 well. Make sound and confident decisions based on the best
information you have available.
6. Team management
Whether the team is four or twenty-four strong, it is imperative
that a leader is there to ensure constant forward motion amongst
all team members. This takes balancing time, personalities,
responsibilities, and objectives.
7. Team leadership
Think of team leadership as a one-up on team management.
People work for a manager but follow a leader.
8. Identifying problems
Hopefully, this occurs before actual problems arise. Experienced
leaders can preemptively squash difficulties before they arise,
and moreover, can differentiate between a problem and a typical
bump in the road.
9. Developing strategies
Otherwise, it’s a guessing game. Strong strategies drive
workflow in the most efficient manner.
10. Developmental planning
This takes the strategies and places with their goals and a
timeframe. Measurability is an important aspect of
developmental planning.
11. Assessment and evaluation
This is a broad skill that can be applied to all areas of leadership,
from processes to personnel.
12. Problem-solving
After identifying, rectify problems promptly. Leaders can not only
rely on what has worked in the past but also have the innovation
to handle problems that haven’t been seen before.
13. Strategic thinking
Thinking several moves in advance and playing out the “what
if’s” in a game plan can lay the groundwork for a team’s success.
One can classify all these soft skills under a single banner: The art of
good leadership!

Ideas on how to develop leadership skills:

 Mentoring:
To grow as a leader, it’s best to be led by another one.
 Formal training:
Employers can invest in leadership, people management, critical
thinking and public speaking courses for their employees.
 Volunteering:
Employees can volunteer their expertise – for instance taking
company trainees under their wings, or speaking to a batch of
novice workers at a convention, to hone some of these skills.
 Task forces:
Forming task forces, to deal with unique organizational
challenges, is a great practice run for future leaders. It can also
help employees hone their decision-making and problem-solving
skills.
 Participation in working groups and committees:
Willing participation in working groups and committees is also a
good way to polish leadership skills. It also helps employees
build self-confidence in their abilities as individual contributors to
such workgroups.
 Change the way the responsibility is taken:
e.g. give a pilot project, with permission to fail, so they won’t be
afraid and will act. Often, the fear of failure is the most limiting
factor in innovation and creativity. There may be a fearful genius
waiting in the wings that just needs a safe atmosphere to let their
talents shine – give them that chance.

Additional resources to read:

  Decoding leadership: What really matters
 5 Ways to Turn Good Employees Into Great Leaders

5. Organizational Skills

Balancing a multitude of tasks effectively and efficiently requires a

specific set of skills:

1. Prioritization
The answer isn’t always what’s most important now, but more
so, what needs to be completed first to allow for all the other big-
picture pieces to fall into place.
2. Time management
this is part prioritization and part efficiency. By developing good
habits and dialing in the daily workflow one can capitalize on all
the available hours in a day.
3. Multi-tasking
if you’ve seen a master multi-tasker it’s incredible! They’re a blur
of activity, accomplishing several things at once. Just make sure
to find a balance; often there’s a negative return on investment
when we try to do too many things at once.
4. Managing appointments
no one wins when meetings are missed or appointments are
routinely bumped. Allot enough time for each appointment and
add a little buffer time if you’re continually running late.
5. Productivity
this isn’t just working, it’s getting things done. If it’s taking you
twice as long to do something as a colleague, reevaluate and
get input on what’s making them so much more efficient.
6. Scheduling
the key here is details. Stick to a repeatable format that answers
 all the questions: who, when, where and what. Be particularly
mindful of travel time and conflicts.
7. Meeting Deadlines
lose the notion that a deadline is just a suggestion. Drive hard to
meet all deadlines; if a deadline is missed, evaluate why. Was
the timeframe unrealistic? Not enough manpower? Poor
planning?

These all share ONE goal - making the best use of your time!

All these employee development areas fall under the realm of work
management.

Ways how employers and employees can work together to work

smart
 Unambiguous direction:
Often, employees waste a lot of time because they don’t receive
provided clear direction on what needs to be done. If managers
take time to work closely with their team, setting out clear
expectations of outcomes, employees can better prioritize and
manage tasks.
 Delegation:
As employees, there’s only so much we can do during the work-
day. However, one way to multi-task and get more done in the
day is to learn to delegate. Learning how to pass on co-
responsibility to another colleague – perhaps someone better
skilled at doing the task at hand – is a great way to jointly
accomplish more than you can on your own.
 Collaboration:
Encouraging employees to work on joint projects and collaborate
on common objectives is another great way to hone their multi-
tasking skills. If the task to be accomplished is a multi-disciplined
one, members of a small team will need to build their skills to
 take on more than one task simultaneously to complete the
project successfully.
 Tracking and analyzing time:
As employees, a great strategy to manage where time is spent is
to track it – using logs or time-tracking apps – and then
analyzing that data. Once you get a sense of where you spend
most of your time, and what “value” you are creating for that
time, it’ll be easier for you to re-prioritize your day and better
manage your work schedule.
 Training:
Employers can also support their teams to develop these skills
by sponsoring them for formal time management and work
prioritization courses.
 Technology:
Employers should support employee time-management efforts
by equipping them with reasonable technology to help them
work smart – not hard! For instance, encouraging the use of
work-management and project planning tools, or giving them
access to remote communication software so they save time on
commuting from/to work engagements.

6. Creativity Skills
Innovation is often the result of inspiring greater creativity.
By developing a culture in which employees are encouraged to share
ideas, a creative and innovative workplace can be fostered.

Consider implementing these practices to build on creativity:

 Ensure employees value the importance of creativity, much like
any other skill, by setting time aside to formulate ideas.
 Try suggestion boxes, group sharing and team outings focused
on new ideas.
  Task/job rotations (covered below) are a great way for
employees to consider how one solution can be applied
differently in their own field. Gaining new perspectives can be
the perfect starting block for new processes.
 Be supportive of all ideas, even if they're not initially "winners",
being enthusiastic grows the process for better ides in the future.
Likewise, accept that new ideas come with a certain amount of
risk, so don't punish the ideas that fail; do, however, reward
ideas that are impactful.

Use these techniques with the goal of developing the following skillset.
In doing so, a creative work environment can thrive and produce truly
impressive results:

 Creative thinking:
All solutions are not on Google. Stepping outside of what’s
already on paper is the best way to explore innovation.
 Brainstorming:
If it takes a dozen ideas to land on one good one, that’s fine!
 Conceptualization:
Pull observations, experiences, and data to form a working
understanding of hard to explain ideas.
 Critical thinking:
To excel at critical thinking requires complete objectivity.
Evaluate an issue based on data in order to form a judgment.
 Curiosity:
When we’re curious we investigate, usually with passion and
personal interest involved. Asking “why” often leads to a deeper
understanding of an issue.
 Foresight:
Predicting what’s down the road has its obvious benefits.
 Foresight can be gained by both experience in a specific field or
looking at the trajectory of similar projects.
 Identifying patterns:
By keying in on the repetitiveness of processes or outcomes one
can gain the foresight mentioned above.
 Imaginative:
Most inventiveness is a product of imagination. Try exercising
your imaginative side by thinking with the objective of being
completely original, purposefully putting aside past research and
ideas on a topic.
 Innovative:
Use what’s pre-established to develop new methods or
advancements, e.g. what else can this technology be used for?

7. Bonus: Stress Management

A critical skill that companies can foster is stress management.

The benefits of creating a less stressful work environment are

universally beneficial to both the employer and employee.

Here are a few ways to lower stress in the workplace:

 Set clearer goals. Team members are much more comfortable
with well-defined goals, knowing exactly what they need to focus
on, why, and when it's due.
 Encourage movement and plan it into the workday; even
consider on-premises fitness rooms. Whether it’s exercise at the
desk or a walk after lunch, support employees getting up and
moving around. Breaks are okay during the day!
  Teach at-desk/in-cubicle stress-relieving exercises – like
relaxation techniques, stretching, “standing Yoga” to help make
the workday less stressful.
 Support employee efforts at stress management by providing
access to stress counseling. As employees use these services,
they’ll develop the skills to better manage stressful situations on
an ongoing basis.
 Emphasize and train for time management. Have employees
take a moment at the beginning of each day to plan and
prioritize.
 Offer a more flexible work environment. One of the greatest
stressors most employees face is the balancing of family and
home life with work. If the work is being completed successfully
and on time, don’t place such an emphasis on the traditional
nine to five work schedule. Things come up, allow the employee
to handle them without adding additional stress.

ANALYSING WEAK AREAS OF PERFORMANCE

 Lack of work experience.

 Limited technical knowledge.
 Lack of job knowledge.
 Time management
 Disorganised
 Can’t say no to anything
 Being too honest
 Confrontation
 Covering for co-workers
 Expecting too much from colleagues
 Being too critical of other people’s work
 Too easily internalizing the problems of clients
 Being too sensitive
 Leaving projects unfinished
 Providing too much detail in reports
 Shifting from one project to another (multitasking)
 Taking credit for group projects
 Taking on too many projects at once
 Taking on too much responsibility
 Being too detail-oriented
 Being too much of a perfectionist
 Less patient
 Being too helpful to others
 Working too many hours
 Complaints of not feeling well to the exclusion of duties.
 Claims of getting help for various personal problems without
improving job performance, attendance, or attitude.
 Inappropriate requests for outstanding recognition of mediocre job
performance.
 Excessive apologizing for work, attendance problems, etc., without
correcting problematic behaviour.
 Refusal to follow reasonable instructions of work supervisor.
 Complaints of sexual harassment or other types of offensive
behaviour from co-workers/visitors/customers.
 Disparaging remarks, jokes, and humour of an ethnic or racial
nature.
 Use of profanity on the job that is offensive to co-workers.

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