Tina Sobocinska

In today’s world, where work often takes a central role, #mentalhealth frequently gets neglected. Prolonged stress, lack of time for recovery, and performance pressure can negatively impact our #wellbeing. So, how can we maintain a #balance between professional life and mental health? 🤔 Firstly, it is crucial to establish clear boundaries between work and personal life. In the era of smartphones and constant availability, it’s easy to feel like work never ends. Therefore, it is important to set specific work hours and stick to them, ensuring time for rest and recuperation. 🛌 Secondly, regular physical activity is an excellent way to reduce stress. Exercises such as yoga, running, or even short walks can release endorphins, improving mood and reducing stress levels. 📊 Thirdly, maintaining social contacts is vital. Support from family, friends, or even coworkers can be key in sustaining good mental health. Regular meetings, conversations, or joint activities help relieve stress and provide emotional support. 🤝 Another component is learning relaxation techniques and mindfulness. Meditation, breathing exercises, and mindfulness techniques help focus on the present and reduce anxiety levels. 🧘‍♂️ Finally, but equally important, is taking regular vacations and breaks from work. Time off from professional duties allows for physical and mental renewal, which is essential for long-term mental health. 👨‍⚕️ In summary, maintaining a balance between work and mental health requires conscious time management, physical activity, building and maintaining social relationships, practicing relaxation techniques, and regularly taking time off. ✅

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It is always interesting to listen to Dr Tomas Chamorro-Premuzic about the link between competence, confidence and leadership quality. One important aspect of leadership development in organizations (and as far as I am concerned, in society) is to get rid of biases. Boards and executive committees that decide on who gets promoted, should be aware of their preferences and biases and they should focus on leadership effectiveness in the interest of the organization and of society. We confuse confidence and competence, and that is one of the root causes for "bad leadership". And let's be clear, the cost of bad leadership is high but underestimated. The damage that bad leadership causes goes beyond the P&L; it destroys trust. And when distrusts enters the culture we know what is is happening. Not only, this kind of leadership is unjust, it has an impact on innovation, well-being, resilience, ... It just makes strategy execution more difficult, even though we are seduced by the action-oriented, short-cut seeking, efficient leaders who sell their plan well. Listening to Dr. Dr Tomas Chamorro-Premuzic discuss the interplay between competence, confidence, and leadership quality is always enlightening. A crucial element of leadership development—both within organizations and society at large—is overcoming biases. Decision-makers on boards and executive committees need to recognize their own biases and focus on leadership effectiveness for the betterment of the organization and society. Promoting someone into a higher position, always includes risks. Often, boards mistake confidence for competence, which is a primary reason behind ineffective leadership development decisions. It’s important to understand that the consequences of poor leadership are significant yet frequently underestimated. Poor leadership does more than hurt profits; it erodes trust. Once distrust seeps into a company's culture, the effects are pervasive. Not only is such leadership unfair, but it also stifles innovation, well-being, and resilience, complicating strategic execution despite the allure of action-oriented, efficiency-driven leaders who can pitch their visions effectively. This discussion also brings up the concept of meritocracy. Despite its complexities, we need to focus on both the outcomes of leadership and the methods employed. We must move away from endorsing leaders who achieve objectives at the cost of the organization's psychological capital. More in this podcast: https://lnkd.in/e2pWbd7v

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What are the priorities of a modern CPO and HRBP? They are evolving with the times. Priorities of a Modern CPO: 1️⃣ Building strategic alignment Align people strategies with business goals through workforce and succession planning. 2️⃣ Focusing on culture and employee experience (EX) Shape culture and improve employee experience by consistently applying corporate values and integrating employee feedback. 3️⃣ Encouraging innovation and adaptation Foster a culture of continuous improvement and agility, encouraging skill development and adaptability. 4️⃣ Promoting data-driven decision support Use data and analytics to guide HR decisions, creating a data-driven culture within the organization. 5️⃣ Facilitating C-Suite collaboration Collaborate with other executives to integrate people considerations into business decisions and develop joint initiatives. 6️⃣ Driving transformation and change management Manage transitions during organizational changes by ensuring open communication and support for affected employees. 7️⃣ Developing leaders and planning for their succession Coach top leaders, identify future leaders, and align development with business needs. 8️⃣ Championing diversity, equity, inclusion (DEI) and well-being Lead DEI efforts and prioritize employee well-being through comprehensive programs and initiatives. HRBP’s focus areas for maximum impact: 1️⃣ Creating business alignment Align HR strategies with business goals through workforce planning and skill assessments. 2️⃣ Strengthening leadership capabilities Enhance leadership through coaching, development programs, and talent analytics. 3️⃣ Optimizing employee experience Focus on improving processes, programs, and systems that impact productivity, performance, and perceptions. 4️⃣ Steering talent management processes, programs, and systems Improve talent management using employee engagement metrics and process improvement methodologies. 5️⃣ Driving and advocating for a positive and constructive organizational culture Promote corporate values, support meaningful work, and manage organizational change effectively. 👉🏽 In the comments are two valuable resources that expand on these priorities. ~~~ Click Carlos Larracilla and follow me [+🔔] for daily insights from building Wowledge. ⤷ We are making strategic HR accessible to any organization, regardless of size, stage, or expertise level, with: ✔ A scalable system of best practices » https://lnkd.in/ghGmGFYV ✔ An intelligent HR roadmapping tool » https://lnkd.in/gjWXiGuV ✔ A seasoned community of experts » https://wowledge.com/about ✔ Affordable year-round memberships » https://lnkd.in/gE-JNgqu

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High Touch Executive Search's approach underscores the critical impact of strategic alignment and cultural fit in leadership appointments, recognizing the profound influence a leader can have on an organization's trajectory. Our methodology prioritizes meticulous selection to ensure the right individual is placed in pivotal roles, shaping the future direction and success of companies in the agrifood sector. #executivesearch #agrifood Wilko Grievink

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This unique EuroMaTech training course on Effective HR Audit for Business results covers discussion of critical areas of HR Planning and Strategy, and will have above all a practical focus on effective and efficient decision-making based on proven evidence and process, in conditions of increasing complexity. The focus of this course is on the actions required for HR to achieve optimal internal productivity, for the benefit of the organization. This will include detailed presentation and discussion of contemporary leading-edge approaches to leading HR practices coupled with strategic planning. Enroll now! https://lnkd.in/efr44S4x #euromatech #training #trainingcourse #hraudit #strategichr #humanresources #strategicalignment #HRaudit

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Why are my leaders not ambitious? #growth mindset #employeeaspirations #leadershipambition Friends, I'd like to share with you a somewhat strange phenomenon that I've been observing in the last several months in terms of a specific ask from clients. One of the things I hear many clients ask of us is if we coach their leaders to become more ambitious. They even use the term “growth mind-set” quite loosely to say, “they should be coached to be hungrier for growth”. This has set me thinking and as we speak, my thoughts are by no means well formed, but there are a few possibilities that are emerging which I'd like to share with you. My discussions with various leaders at various stages of their careers leads me to believe that there are three important voices to pay attention to: 1. I am not convinced about my organisation’s plans While everyone wants to grow 5X or 10X in 3 years or 2 years, leaders and managers don’t seem to see how that is possible. While they may have said yes nominally, they have not bought into it. Unfortunately, very little conversations take place around this. One way communication is seen as buy-in. 2. I am not excited about your plans Even if people have bought into the plans, many may not be excited about these plans. They do have aspirations but for other things. Their purposes may not be reflected in these aspirations. Their life circumstances and life agendas may not give them the mind space to engage with these lofty aspirations, in the manner in which the organisation wants them to. How much does anyone care about what the employee wishes for? Do we want him or her to aspire only for those things that are good for the organisation? 3. I don’t think I can do it This is perhaps the most critical one. Just paying someone more money, giving someone more stocks, giving someone a larger position and title does not necessarily make that person more competent. The gap between demands and resources to meet those demands has never ever been wider that it is today. This situation when prolonged can lead to burn out. Who is taking the effort to help employees become competent and feel competent to join the organisation in its ambitious journey? I think we have reached a crucial point in corporate India today, where we will really need to ask what we can do more and differently to take employees along with us in our journey of growth. Until then, employees may not seem ambitious to us.

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Unlock the secrets to mastering business acumen for your HR certification exams! Listen to the latest episode of the HR Certification Podcast now. https://lnkd.in/dPWtb7WC

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Does crossculture academy have any really good success stories with clients? 🏆 And are we really the decisive reason for the success of so many companies' secondments? 🤔 Yes and yes. 👍 We have lot of success stories. For example, in a recent feedback meeting with a major client they shared with us that they had experienced a dramatic reduction in the number of failed assignments after starting training with us. 🚨📉 Since implementing pre-assignment training the rate of assignment failures (e.g. early returns, leaving company immediately after assignment, not completing project within available time) has been reduced from 70% to 0! 🤝 This client has had ZERO failed assignments since starting to train with us. 0️⃣ A complete success, I would say! 💪 #globalmobility #hrconsulting #assignment #culturehackers #culture

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Great article about the power of vulnerability, and why it pays off for companies to invest in 360-degree feedback, personality assessments, and executive coaching. 

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"Regressive HR Definitions"   Some definitions must evolve with time, as what was relevant decades ago no longer serves the needs of society. A few classic #HR #Definitions which I feel are regressive and need to be revisited:   "Talent Acquisition": The mindset to #acquire something will give the feeling of #owning it and hence reflect feudal mindset. Talent today is not acquired; it is #partnered with   "Cost To Company (CTC)": If an employee is treated as a #cost, it will always appear #expensive. CTC can also be called #Contribution To Company   "Training": Employees #learn. It is pets who are trained   "Workforce": Days gone when #force was needed to get the #work done. Today employees do magic if #empowered and not forced   "Manpower": #Man has no extra #power in comparison to any other gender. Today, all genders need representation in the company   What’s there in the name? There is a lot in the name, Mr. Shakespeare (especially in the corporate world!) Beewise Consulting

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"HR METRICS" Again. Today I saw here one of the AI-generated collaborative questions on the topic of HR Metrics. It started off with: “HR metrics are the data points that track human resource department activities. When asked about them, start by explaining that metrics like turnover rate, time to hire, and employee engagement levels are quantifiable measures used to track the efficiency and effectiveness of HR processes. These metrics provide insights into how well the HR function is supporting the organization's goals. Emphasize the importance of aligning these metrics with business objectives to ensure they add value and drive strategic decision-making.” Anyone who knows anything about HR will agree that Turnover rate, Time to Hire and Employee engagement are not activities that HR can be answerable for, as they are not directly under HR control. Sure, we can put processes in place, but if you have bad working conditions, toxic culture, indifferent managers and people who can’t make decisions quickly, those processes will break down. No use blaming HR, Yet another in a long line of erroneous assumptions about HR and how its activities should be measured. In this particular case, as the content is no doubt being used to train MS / LI bots it shows the dangers of feeding inaccurate data and relying on the results. #hr #hrmetrics #hris

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Securing investment in company culture: An eight-step checklist Useful article in HRZone >>> https://lnkd.in/eeijiYYB

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As a football obsessive myself, I do find this interesting, because as with all things to do with people, it's quite nuanced. My personal opinion is it doesn't look great if you go full on "right, you're working so no time to watch football, do your day job" because people get distracted, they keep an eye on the scores anyway, plus if you're allowing flexibility like the article says it reflects well on you as an employer. However you can't just go the other way and have it on in the background or on a big screen tv in the kitchen in the office all day - because that will have people equally distracted. When you have a multicultural business with so many different nationalities from across Europe in it there are also going to be times where people want to watch games at different times - not everybody will want to watch England. I guess the key here is trust. As an employer you have to say "come on now guys/girls, we're doing this so you get the ability to watch the game for your nation, so we're going to trust you to make decisions and deliver on our work" - if you're an outputs-focused company then it's easier to have that flexibility - and productivity comes as a result. Today's #twopennethworth https://lnkd.in/eJXt4Mub

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My Latest article published by International Coaching Federation. The article is about the integration of "Core Competencies" of ICF credential coaches, in the process of asking questions during a coaching session.

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One to many coaching formats #teamcoaching #groupcoaching #cohortbasedcoaching #coachingfordevelopment We are all fairly familiar with one-on-one coaching formats - what they are and when are each of them used. I would like to share our experiences with one to many coaching formats. Cohort-based coaching: one of the most popular cohort based coaching applications is to develop top talent or future leaders. In this format, coaching is one of the powerful developmental experiences along with assessment and executive education. Working with an entire cohort offers several advantages - the biggest being able to move the capabilities of the entire cohort up in a short period. Group coaching: this is most misunderstood. group coaching works most effectively when an entire group of managers and leaders have a single common development need or target behavior to change. This could be arising out of feedback for an engagement survey for instance. In a short period, we are able to get an entire group to pay attention to and develop a critical behavior through coaching in small groups - a team of coaches working with a small group each. Team coaching: this is not about development but about helping an intact team become more effective in their ability to work together and achieve greater results. Building trust is at the core of team coaching. One to many coaching will gain in popularity in the days to come and knowing which to use when will certainly help.

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🌟 Unlock More Hours in Your Day with Europe HR Solutions: Your Shortcut to European Expansion! In the bustling world of business expansion, time is a precious commodity, and every hour saved is a step closer to success. Meet Sarah, a dedicated entrepreneur with big dreams of expanding her company into Europe. With a packed schedule and a to-do list that seemed to grow longer by the minute, Sarah found herself facing the daunting task of navigating the complexities of European HR regulations. 🌍💼 Enter Europe HR Solutions, a team of seasoned professionals specializing in HR solutions for international expansion. Their expertise became Sarah's guiding light, streamlining the entire process and giving her back invaluable hours in her demanding schedule. No longer bogged down by paperwork and compliance issues, Sarah could focus her energy on strategic decision-making and nurturing her growing business. 📈✨ Now, as Sarah looks back on her journey, she can't help but marvel at how smoothly everything fell into place, thanks to the expertise of Europe HR Solutions. Are you ready to reclaim your time and streamline your expansion into Europe? ⏱️🚀 #emeahr, #inezhrsolutions, #internationalhr, #europehroutsourcing  

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Last month Career Moves Group hosted an insightful HR Networking event about AI in HR. With such interesting questions raised I set about finding out more about how well we are already integrating AI into our HR departments. According to a very detailed survey by Brightmine, formely XpertHR, only 32% of HR employees have a thorough understanding of AI’s capabilities. A major factor is the lack of AI training, with 80% of organizations not providing any education on the topic, leaving HR departments ill-equipped to utilise AI effectively. However, despite limited understanding today, most HR professionals recognise AI’s potential and are excited about it's capabilities. They believe AI has the potential to improve employee experience and could greatly increase efficiency, particularly in managing administrative tasks (74%) and improving data analytics (59%). So, how can you start your HR and AI journey? According to Gartner, these 3 simple steps could be where to start! 1. Myth busting - Distinguish reality from myths about AI, to make informed decisions about integrating new AI technologies into HR. 2. Establish potential - Identify the benefits of AI within your specific business and align its use cases with organizational goals. 3. Assess what comes first - Assess and score AI solutions against key success criteria to decide on adoption. This evaluation should consider factors such as governance, workforce readiness, risks and ethics, and the vendor landscape, tailored to the organization's specific needs. For more information about the adoption of AI in Human Resources check out these interesting articles: https://lnkd.in/dC4DR4ZV https://lnkd.in/dkF2Tmpq https://lnkd.in/d3TX32Pv https://lnkd.in/df7T6MQA

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