hrm in a glance

8/6/2019 HRM in a Glance

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HR Planning

HRM Audit

The HRMA (Human Resource Management Audit) uses this framework to try to answer such

questions as : Are the mission and strategy of the human resource organization designed to match

the business strategy of the organization? Does the design of the human resource organization

enhance its ability to accomplish its strategy? Are the kinds of people who run the human

resource function good choices for the ongoing tasks?

HR Policy and Manual

HR policies vary considerably from one organization to another, depending on the age of the

organization, its size, the nature of the workforce and the position regarding union recognition,

but here are the main policy areas.

Role of Human Resource Development Manager

The role of manager of HRD (human resource development) consists of five separate but

overlapping components referred to as subroles. Each is vital to the development of an efficientand properly managed HRD department. They include: (1) evaluator of the HRD program's

impacts and effects on organizational efficiency, (2) management of the organizational learning

system, (3) strategist responsible for long-term planning and integrating of HRD into the

organization, and (4) marketing specialist responsible for the advancement of HRD within the

organization through well defined and effective networks.

Job Analysis

Job analysis is the process of determining the nature or content of a job by collecting and

organizing information relevant to the job. A complete job analysis contains information relating

to the following five factors, plus any others deemed appropriate to fully describe the nature ofthe job.

Assessment Questionnaire Instruments

There are some principles need to be considered when designing questions items for 360 degree

assessment questionnaire. To be useful, they must be constructed carefully. A simple way to test

each of your items is to ask if the item can be described as the following.

Critical Elements of HRD Effectivenss

The following article describes ten key points of HRD effectiveness. These critical elements arediscovered through an extensive empirical research conducted by Neal Chalofsky and Carlene

Reinhart. These research findings will definitely provide the foundation from which HRD

practitioners can begin to effectively deliver the resources their organization need.

Competencies for HRD Practitioners

There are five fundamental skill that need to be mastered by Human Resource Development

(HRD) practitioners: (1) needs assessment, (2) program design, development, and evaluation

(including individual evaluation), (3) marketing of HRD programs, (4) cost/benefit analysis, and

(5) facilitation of learning.

The Role of HRM in Knowledge Management


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There are several roles that can be played by HR in developing knowledge management system.

First, HR should help the organization articulate the purpose of the knowledge management

system. Investing in a knowledge management initiative without a clear sense of purpose is like

investing in an expensive camera that has far more capabilities than you need to take good

pictures of family and friends.

Redefining The Role of Strategic HR

Redefining the role of strategic HR can be challenging. Here are some reasons. HR may not have

credibility with senior managers. Many executives do not view HR as a business. They are used

to thinking of HR as an organizational support department and accustomed to telling them what

to do. HR will need to achieve the credibility to be accepted in the new role.

Key Components of Human Resource Development

There are three fundamental component areas of human resource development (HRD): individual

development (personal), career development (professional), and organizational development. The

importance of each component will vary from organization to organization according to the

complexity of the operation, the criticality of human resources to organizational efficiency, andthe organization's commitment to improved human resources.

Position Analysis Questionnaire (PAQ)

This is one of the most sophisticated and yet easily administered techniques to analyze job. The

PAQ analyzes jobs in terms of 187 job elements. These elements are of a worker-oriented nature,

meaning that they characterize or imply the human behaviors that are involved in various jobs.

Work Measurement Methods

The purpose of work measurement is to determine the time it ought to take to do a job.There arefour main systems of work measurement. First, and most used, is time study. The second system,

work sampling, is a statistical procedure for measuring work and requires an understanding of the

techniques of statistics and probability.

Job Analysis Interview Guide

Job analysis interview guide is a tool that can be used in conducting job analysis process. It

describes list of questions that should be asked to explore the content of a particular job. What is

the job's overall purpose? What the incumbent does and, if possible, how he/she does it?

Writing Job Description

Most widely used job description formats contain the following five sections: (1) job

identification; (2) job summary or purpose; (3) job duties and responsibilities; (4)

accountabilities; and (5) job specifications. The most important thing to remember is that all job

descriptions within an organization should follow the same format.

Strategies for Designing and HRD Program

Jerry Gillet and Seteven Eggland (2002) identified for managers of HRD an eight-point strategy

for designing cost-effective, reputable learning programs that can survive economic crises and

internal/external changes affecting the organization. First, there should be a written HRDphilosophy that states unequivocally that effective human resource development can improve

performance (i.e., change behavior, produce results, increase productivity). This provides a


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framework for the HRD program. It also provides a common objective for each of the members

of the HRD staff on which to focus their efforts.

Job Time Study

Time study is a work measurement technique for recording the times of performing a certain

specific job or its elements carried out under specified conditions, and for analyzing the data so

as to obtain the time necessary for an operator to carry it out at a defined rate of performance.

Work Study and Employee Productivity

Work study is the systematic examination of the methods of carrying on activities so as to

improve the effective use of resources and to set up standards of performance for the activities

being carried out. Work study then aims at examining the way an activity is being carried out,

simplifying or modifying the method of operation to reduce unnecessary or excess work, or the

wasteful use of resources, and setting up a time standard for performing that activity.

Characteristics of Effective HRD ManagersNadler and Wiggs (1986) identified nine characteristics of effective HRD (human resource

development) managers. Each is viewed as essential to the development of a comprehensive and

competent HRD program. First, HRD managers must have the ability to plan HRD activities that

foster training, development, and education. These activities should be targeted at the needs of

employees, supervisors, line managers, customers, and nonemployees of the organization.

Selection + Recruitment

Key Indicators for Recruitment Process

A number of factors exert an influence over the kind of recruiting plan an organization enacts.These factors include (1) organizational policies regarding recruiting; (2) type of labor to be

recruited; (3) conditions of the labor market; and (4) cost and time constraints.

Types of Selection Methods

Selection methods or screening devices include employment interviews and personality test. The

employment interview is a vehicle for information exchange between applicant and interviewer

regarding an applicant's suitability and interest in a job the employer seeks to fill.

Recruitment and Job AnalysisJob analysis provides important inputs to the recruiting function in two ways. First, job analysis

provides job specifications, the personal requirements deemed necessary to perform each job in

an organization. This tells planners and recruiters exactly what skills, abilities, experience, and

other physical characteristics will be needed for certain jobs.

Validity of Selection Method

If selection methods are invalid, employee selection decisions are no more accurate than

decisions based on a toss of a coin. Validity is the degree to which a measure accurately predicts

job performance. Selection methods are valid to the extent that predictors measure or are

significantly related to work behavior, job products, or outcomes.

Realistic Job Preview (RJP)


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The realistic job preview (RJP), a new concept in recruiting and selection, is a method of

communicating to an applicant or new employee what it will be like to actually perform a certain

job. RJPs perform a valuable function in employee orientation, reducing reality shock and thus

speeding the socialization process.

Validity of Appraisal Instrument

Regardless of an organization's specific needs for performance appraisal, five general

requirements must be met by an appraisal system if it is to accomplish its objectives: reliability,

validity, practicality, fairness, and impact. Reliability is the consistency of a measure over time

and across different raters. Consistency over time means that at any two points in time, an

instrument should yield the same findings or results.

Selection Error

There are two types of selection error. In the "false positive error," a decision is made to hire an

applicant based on predicted success, but failure results. In the "false negative error," an

applicant who would have succeeded is rejected based on predictions of failure. An organizationthat makes a false positive error incurs three types of costs. The first type of costs are those

incurred while the person is employed.

Utility of Selection

Utility refers to the overall usefulness of a personnel selection or placement procedure. The

concept encompasses both the accuracy and the importance of personnel decisions. Moreover,

utility implies a concern with costs? costs related to setting up and implementing personnel

selection procedures and costs associated with errors in the decisions made.

Talent Brand

The challenge to attract attention by differentiating yourself is not a new one, of course. When it

comes to their product or service brands, organizations, especially large companies, generally

"get it." In hotly competitive industries, such as retail, companies spend millions establishing

their name and creating a strong brand image that compels consumers to reach for their products.

Unfortunately, many times companies have not put the same effort into making sure the overall

brand is carried through in their efforts to communicate with Great Talent.

Training + DevelopmentTypes of Training Program

Types of learning can be categorized into three groups. The first type is cognitive learning or

knowledge learning. It not only includes the knowledge per se, but also what to do with it or how

to apply it. Thus the investigative process and the principles of problem solving and decision

making are part of this group.

Training Need Analysis

There are three types of training need analysis : organizational need analysis, job need analysis,

and person need analysis. Organizational need analysis begins with an examination of the short

and long-term objectives of the organization and the trends that are likely to affect these

objectives.

Training Scorecard


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When implementing a training scorecard it is important to track, collect, compile, analyze, and

report six different types of training data collected over different time periods. These types of

data are indicators, reaction, learning, application, business impact, and return-on-investment.

Four Ways to Maximize Learning Retention

As you design your presentation, remember that your instructional goal is to maximize the

participants' understanding and retention of the subject matter. Ultimately, the participants will

learn more if they can focus their attention on the subject matter and make the ideas relevant to

themselves. Four ways to maximize understanding and retention follow; try to use some or all of

them as you present your lecture.

Designing Lesson Plan

Designing the course involves actually deciding on a plan of action, i.e. a lesson or session plan.

This provides you with the orderly procedures for conducting or facilitating a session efficiently.

It should not be long (two pages at the most) but should be complete and practical. It should be

written or sectioned in a format that is helpful and meaningful to you, the trainer, and it should

give you confidence not only is it proof that you have prepared adequately, but it is your 'prop'if you need it.

Optimizing Learning Process

Following employees' exposure to training and development experiences, the environment needs

to support the transfer of new behaviors to the job, and their maintenance over time.The

following learning principles should be undertaken to increase the success of training. First,

providing clear Expectations. If task instructions are unclear or imprecise, learning is hampered.

Employees must know what is expected in order to perform as desired. Training expectations

should be stated in specific terms.

Learning Objective and Training Content

Learning objectives have also been called performance objectives and behavioral objectives.

Whatever the terminology, objectives must be clearly defined. An objective is a precise goal

stated in measurable quantitative or qualitative terms. It is of little use to you in designing a

course if vague, woolly terminology is used in defining the objectives.

Andragogy Learning Method

The term andragogy was used to differentiate it from the theory of youth learning, pefagogy. This

term was used by Malcolm Knowles in his work of developing a unified system of adult learning.It is essentially a process model and is based around the premise that, as an individual matures,

his/her need and capacity to be self-directing, to utilize his/her experience in learning, to identify

his/her own readiness to learn, and to organize his/her learning around life problems, increases

steadily from infancy to pre-adolescence and then increase rapidly during adolescence.

HRD Learning Activities

HRD or Human Resource Development can best be described as a comprehensive learning

system designed to enhance individual performance for the purpose of improving organizational

efficiency. As such, HRD includes three types of learning activities: on the job, off the job, and

through the job.

A Model for Great Mentoring


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Great mentoring process requires four core competencies, each of which can be applied in many

ways. These competencies form the sequential steps in the process of mentoring. All four have

been selected for their ability to blend effectively with. Not accidentally, the first letters of these

four competencies (and steps) spell the word SAGE a helpful mnemonic as well as a symbolic

representation of the goal, the power-free facilitation of learning.

Experiencing Work-based Learning

How can we introduce learning as an organizational property that extends to all managers? The

answer lies in making learning arise from the work itself. Learning has to become natural, even

fun. Unfortunately, we have become conditioned to a classroom model hat separates theory from

practice, making learning seem impractical, irrelevant, and boring. But what if we make our

worksite a perfectly acceptable location for learning?

The Qualities of Great Mentoring

Great mentors are not immune to traps; great mentors recognize the traps they are likely to fall

into and work hard to compensate for them. How do they do that? They do it by understanding

the qualities of a mentor-protege relationship focused on discovery and learner independenceand then learning to be living, breathing models of those qualities. First and foremost, great

mentoring is a partnership. And partnership starts with balance.

Performance Appraisal

Evaluation Criteria in Performance Appraisal

In choosing an appraisal system, HR professionals should consider their own organization's

needs for performance appraisal. Key considerations are (1) whom the company should evaluate,

and (2) what criteria should be used to evaluate.

8 Steps to Higher Performance

The following eight steps will help you and your employees interact in ways that make you work

more efficiently and effectively. These steps will help you help your employees feel more

motivated on the job and build the connection between their own interests and the interests of the

organization.

Performance Coaching Process

There's no one single script you can develop that will ensure productive, effective performance

appraisal interviews. But avoiding the following five common interviewing errors will give you agood margin for success : 1) Failure to prepare for the interview. This is the number one reason

why appraisal interviews fail. You and the employee should know what the job requirements are,

and how the employee is meeting them, before you even schedule the interview.

Giving Negative Feedback

When negative feedback is necessary, the best time to give it is now before the problem gets any

worse. Early attention to developing problems lets you turn the painful experience of negative

feedback into the more constructive process of corrective feedback.

Developing Peak Performers

Extensive research into peak performers in all walks of life shows that they have very similar

ways of thinking about themselves and others. They share other similar mindsets, too. Because of


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this, they operate in similar ways. This article explains what we know about peak performers,

whether in business, public service, private life, school, athletics, or team pursuits. People who

adopt these four mindsets and approaches to life become peak performers, too.

Personal Characteristics in Performance Appraisal Process

Does a relationship between the personal characteristics of the rater and the ratee affect the

favorability of the rating? Rand and Wexley used a simulated employment interview to help

answer that question. Although the employment interview and performance appraisal are two

separate aspects of the human resource function, they have a similarity that seems appropriate to

the question.

Developing Feedback Skills

The purposes of this article are to show you the importance of providing both positive and

negative feedback and to identify specific techniques to help make your feedback more

effective.Positive feedback is more readily and accurately perceived than negative feedback.

Furthermore, while positive feedback is almost always accepted, negative feedback often meets

resistance.

The Attributes of a Good Coach

A good coach is positive, enthusiastic, supportive, trusting, focused, goal-oriented,

knowledgeable, observant, respectful, patient, and clear. Let's look at how each characteristic

comes into play in the workplace. A good coach is positive. Your job is not correcting mistakes,

finding fault, and assessing blame. Instead, your function is achieving productivity goals by

coaching your staff to peak performance.

Appraising Team PerformanceThe primary dilemma with performance appraisals and teams is that appraisal forms and

processes were built with individuals in mind. Using an individually based instrument to measure

the performance of a team is difficult. Where does the work of the individual stop and the team

begin? The appraisal job gets even tougher when the teams are cross-functional, not

homogeneous.

Executive Coaching and Business Strategy

Successful executive coaching requires sophisticated understanding of organizations as well as of

individuals. Nowhere is that more apparent than in the intersection of business strategy and the

executive coaching that supports it. Senior leaders play a critical role in setting direction,defining strategic positions, and providing focus for the business operations needed for

successful execution. Through executive coaching, a leader can be more effective, as an

individual, in guiding the execution of the strategy.

Framework for the Strategic Executive Coaching Process

This article describes the process component of executive coaching by breaking it down into five

key steps. The exact determination of dividing lines between the individual steps is less

important than the approach to issues that arise during the process as a whole. In step one:

Careful Contracting, we should create a trusting environment in which open dialog can occur and

underlying issues can be brought to light. A great deal of honest communication and feedbackwill set the parameters of the executive coaching process.


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Traps to Avoid in Mentoring Process

There are countless traps along the path of mentordom. Mentoring can be a power trip for those

seeking an admirer, a manifestation of greed for those who must have slaves. Mentoring can be a

platform for proselytizing a cause or crusade, a strong tale told to an innocent or unknowing

listener. However, the traps of power, greed, and crusading all pale when compared with the

subtler description listed below. There are other traps, of course, but these are the ones that most

frequently raise their ugly heads to sabotage healthy relationships.

Seven Roles of Managers in the Performance Review Meeting

Performance review is the final phase of an effective performance management system. It

involves the individual and the manager discussing the performance appraisal document that the

manager has created. The performance management process both ends and begins anew with the

performance review meeting. At the beginning of the meeting, the individual's past year's

performance is reviewed and the success of the development plan is evaluated. At the end of the

meeting, the appraiser and the individual set a date to create the plan for next year's goals,

objectives, and development.

Six Roles of Employees in the Performance Review Meeting

Wise managers ask each of their subordinates to create an accomplishments list to begin the

performance assessment phase. This list is intended to provide the manager with a record of those

achievements and accomplishments that the individual felt were the most important during the

appraisal period. In the meeting, the individual should review the accomplishments list he

prepared to make sure that the appraiser has appropriately incorporated his achievements during

the review period.

Career Management

Career Development Program

Has your organization seriously considered implementing a career development program? If not,

perhaps this is a good time to do so. The following description of several, widely used career

development interventions and case studies can be used to stimulate discussion on various career

development practices.

Elements of Career Planning Programs

Though programs differ, four distinct elements of career planning programs emerge. They

include (1) individual assessments of abilities, interests, career needs, and goals; (2)

organizational assessments of employee abilities and potential; (3) communication of informationconcerning career options and opportunities with the organization; and (4) career counseling to

set realistic goals and plan for their attainment.

Career Anchor and Career Stage

Schein's career anchors represent aspects of work that are especially valued or needed by people

for their personal fulfillment. Career planning and development activities allow employees to

grow in any of these desired anchors.

Key Steps in Career Development Initiatives

To "hit the bull's-eye," you need to talk with employees to find out what's missing. Is it lack of

perceived opportunity, not enough training, too little communication, diversity issues? Exit


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interview analysis, employee surveys, and focus groups can help you become clearer about

employees' views on these issues.

Self Assessment of Career Interest

Do you need to develop some new skills or abilities to improve your potential for your next

step ? If so, what skills or abilities would you develop ? Summarize what you personally want

and what you can do and will do to satisfy your wants. These are some examples of self

assessment questions to explore your career interest.

The Rules for Corporate Career Resilience

Rule #1: The company is not in charge of your careeryou are. Your people can no longer wait

for you to come to them with a new assignment or opportunity; they must seek out such

opportunities themselves. Your relationship with them is no longer one of parent-to-child, but

adult-to-adult. They share the responsibility for initiating career discussions.

Organization Analysis

Types of OD Intervention

Interventions that define is delivered when people are unclear, disagree, or have different

expectations; there are conflicting objectives; or people do not have a shared understanding.

Examples: holding sessions to create vision statements; confirming market direction and market

niche; mutually setting performance goals.

Five Steps for Effective Change Process

Organizational change involves moving from the known to the unknown. Because the future is

uncertain and may adversely affect people's competencies, worth, and coping abilities,organization members generally do not support change unless compelling reasons convince them

to do so.

Overcoming Resistance to Change

Resistance can be reduced through communicating with employees to help them see the logic of

a change. This tactic basically assumes that the source of resistance lies in misinformation or

poor communication: If employees receive the full facts and get any misunderstandings cleared

up, resistance will subside. Communication can be achieved through one-on-one discussions,

memos, group presentations, or reports.

Four Dimensions of A High Performance Organization

A high-performance organization is comprised of four interdependent dimensions that must be

designed so they complement and support one another. These elements are : work process and

technology, culture, structure, and people. One clear finding is that the greater the number of the

key elements of a high-performance organization that were present and congruent, the bigger the

pay-off.

Job Satisfaction

What work-related variables determine job satisfaction? An extensive review of the literature

indicates that the more important factors conducive to job satisfaction are mentally challenging

work, equitable rewards, supportive working conditions, and supportive colleagues.


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Leading Corporate Transformation

Successful corporate transformations share a few fundamental attributes. First, they are vision

led. Transformational change, as contrasted with incremental change, requires a projection into a

dimly lit future. It involves the creation of goals that "stretch" the organization beyond its current

comprehension and capabilities.

The Major Families of OD Interventions

Not all OD programs contain all the possible intervention activities, but a wide range of activities

is available to the practitioner. As we see it, the following are the major "families" or types of

OD interventions.

Four Elements to Empower Employees

Much has been written about empowering employeesto the point of becoming a clichebut

far too many companies pay little more than lip service to the subject or else give employees

more responsibility but little compensation or strategic direction from leaders. Why? Despite all

the literature and conferences on this subject, top management still has little understanding ofdelegation and even little desire to delegate authority/power to fully empower employees.

A Great Place to Work

The following description section explores four key elements to create a great place to work.

Element one is : A Friendly Place. It may sound trite, but friendliness appears to be one of the

distinguishing characteristics of good workplaces. People seem to enjoy each other's company.

This is not an insignificant issue. Work for an organization is, after all, work in a group setting.

Employee Satisfaction and Customer LoyaltyVirtually all of the studies that tested the satisfaction mirror concept have identified some linkage

between employee satisfaction and customer satisfaction, between employee satisfaction and

customer loyalty, or both. The discovered linkages, however, have ranged from negative to

positive, and a few studies yielded no correlation at all. The necessary conclusion? Employee

satisfaction does not universally nor unambiguously create customer loyalty.

OD Intervention Success Indicators

Institutionalizing an OD intervention concerns refreezing. It involves the long-term persistence of

organizational changes: to the extent that changes persist, they can be said to be institutionalized.

Such changes are not dependent on any one person but exist as a part of the culture of anorganization. This means that numerous others share norms about the appropriateness of the

changes.

Critical Characteristics of OD

The essential point in calling OD a process is to characterize it as a dynamic, moving, changing

thing. People learn new skills and forget old ones; the structure of the organization changes, and

then another change is put on top of that; problems are solved and new ones develop; a sick

subsystem gets well and a heretofore healthy one develops bad symptoms.

Individual and Organizational Resistance

As human beings, we're creatures of habit. Life is complex enough; we don't need to consider the

full range of options for the hundreds of decisions we have to make every day. To cope with this


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complexity, we all rely on habits or programmed responses. But when confronted with change,

this tendency to respond in our accustomed ways becomes a source of resistance.

Keeping a Corporate Culture Alive

Once a corporate culture is in place, there are practices within the organization that act to

maintain it by giving employees a set of similar experiences. For example, many of the human

resource practices reinforce the organization's culture. The selection process, performance

evaluation criteria, reward practices, training and career development activities, and promotion

procedures ensure that those hired fit in with the culture, reward those who support it, and

penalize (and even expel) those who challenge it.

Change Management: The Need for Action

The why question is not always easy to answer, particularly if the company is profitable and

there are no apparent problems. You have to convince people that you are preparing for the

future, not attempting to remedy the past. In addressing this first priority, how you choose to

launch your action program is a critical decision. In most cases, the longer-duration decathlons

and marathons are best launched in a low-key way. Because of the often lengthy time betweenthe start of actions and the point at which actions actually pay off, it is better not to raise interest

and expectations too high if no immediate steps are required.

The Characteristics of a Learning Company

Since a Learning Company seeks to delight its customers, it will engage in a number of mutually

advantageous learning activities. Joint training, sharing in investment, in research and

development, job exchanges - these are just some of the ways in which this takes place. The

corollary, of course, is that it also joins with its suppliers in these activities. We can also learn

from companies in other industries - a process often known as "benchmarking".

Clarifying Vision for Change

The key questions you must address as you begin communication to clarify the vision for your

action include the following: 1) What exactly is the vision, why this vision and not another? 2)

How does this action fit with our strategy and with other initiatives going on? and 3)How will

our work be different?

Personal Development

Seven Communication Principles

To compose effective message you need to apply certain specific communication principles.

They tie closely with the basic concepts of the communication process and are important for both

written and oral communications. Called the seven Cs, they are: completeness, conciseness,

consideration, concreteness, clarity, courtesy, and correctness.

8 Qualities of Success Person

The motivation to succeed comes from the burning desire to achieve a purpose. Napoleon Hill

wrote, "Whatever the mind of man can conceive and believe, the mind can achieve." A burning

desire is the starting point of all accomplishment. Just like a small fire cannot give much heat, a

weak desire cannot produce great results.

Dealing with Different Personalities

There are four major archetype of personalities: dominance, influence, steadiness, and

conscientiousness style. People of the Dominance Style like to control their environment by


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Managers get things done through other people. This description recognizes that there are limits

to any manager's time and knowledge. Effective managers, therefore, need to understand the

value of allocating task (delegating) and know how to do it.

Building Productive Communication

Productive communication is problem-oriented, not person oriented. Person-oriented

communication focuses on the characteristics of the individual, not the event, and it

communicates the impression that the individual is inadequate. One problem with person-

oriented communication is that, while most people can change their behavior, few can change

their basic personalities.

Building a Sense of Competence

To develop you members performance, you need to build a sense of competence among your

team members. There are five strategies to accomplish this: providing knowledge, giving positive

feedback, skill recognition, challenge, and high, non comparative standards.

Leaders as Inspiration Stimulator

What exactly does it mean to inspire others? It means creating conditions that cause people

around you to feel excited and energized about being part of your team. Although you can't

"install" inspiration in others, you can plant the seeds and create the right conditions for it to

grow.

Leading for Meaningfulness

To become a great leader, you should be able to build a sense of meaningfulness among your

members. There are four core strategies that can be deployed to instill a sense of meaningfulness:

clearly identified passions, exciting vision, relevant task purposes and whole tasks.

How to Deal With Plateauing?

Plateauing is a concept that says when a major aspect of life has stabilized, as it ultimately must,

we may feel significantly dissatisfied. The essential source of the dissatisfaction is that the

present is not engrossing and the future is not clear. There is not yet an answer to the question

"What will I do next?" People who are plateauing are at a levelthey are neither rising nor

falling.

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