Latest news with #SixSigma
Atlantic
20 hours ago
- Business
- Atlantic
How Managers Can Use the Science of Happiness
Want to stay current with Arthur's writing? Sign up to get an email every time a new column comes out. The world of management is always wide open for new ideas and perspectives to make companies more efficient and profitable. Most business schools have semi-academic journals dedicated to offering up buzzy techniques that promise to streamline operations, improve accountability, and raise productivity by establishing tightly circumscribed protocols for workers. Some recommendations have merit, but others are seen both inside and outside companies as gimmicks, fads to be endured until abandoned by managers when they move on to the Next Big Thing. Take Six Sigma, the defect-minimization strategy that was all the rage in the 1980s: Its methodology involved certifying managers with progressively more prestigious colors to encourage their advance in skill level—rather as karate or judo belts do. (Even though these were color-coded paper certificates, I like to imagine the regional vice president for sales wearing a red belt over their suit.) No doubt, some firms found the exercise useful, but as the business writer Geoffrey James notes, employees typically found Six Sigma's implementation frustrating and confusing. And according to data from 2006, among the large companies that adopted the program, 91 percent wound up trailing the S&P 500 in stock performance. Ed Zitron: How to mentor young workers in a remote world In place of such chimerical strategies, I want to introduce a management anti-fad. The idea will still raise business performance—by increasing happiness among the people doing the work. This idea is as old as humanity itself, you might correctly think, but if it were so obvious and simple to put into practice, then every company would be doing it. Recent research, including studies conducted both by independent academics and by firms themselves, show that understanding well-being and maximizing it through managerial practice can significantly increase productivity and profitability, as well as raise employees' quality of life. And this conclusion might just help us remember some old wisdom that modern life encourages us to forget. The premise that workers would be more productive if they were happier makes intuitive sense, and many studies demonstrate that it is so. Some just look at variation in employee mood and then use clever statistical methods to link it to work outcomes. One example, a 2023 study on telesales workers, showed that when they felt happier, for whatever reason, it led to more calls an hour and a higher conversion of calls into sales. Another research approach involves experiments in which workers are exposed to a mood-raising experience, and their productivity afterward is compared with what it had been beforehand. During one such study in 2015, economists showed people clips of funny movies and found that doing so boosted their performance of tasks by about 12 percent. All of that is interesting so far as it goes, but such experiments are not very practical for managers—after all, screening a lot of funny movies would significantly disrupt the office day. What leaders really need are data that break down the specific factors associated with employee happiness, translate them into management actions, measure these factors in actual companies, and link everything to the firm's performance. Only then could you devise a truly effective management strategy. I know of one company that's trying to tie all that together: the investment-research firm Irrational Capital, founded in 2017. Using both public and private data sources on employee satisfaction, its researchers found that over an 11-year period ending in 2025, S&P 500 companies that scored in the top 20 percent on several key employee-happiness measures outperformed (in stock price) those in the bottom 20 percent by, as of the first quarter of this year, nearly six percentage points. Meanwhile, the top 20 percent in such extrinsic rewards as pay and benefits beat the bottom 20 percent by only two percentage points. These findings fluctuate according to market conditions, but across the whole period of the study, employee-happiness measures have consistently outperformed extrinsic rewards when boosting a company's stock price. The happiness factors are not fixed characteristics of individual companies, because they move in and out of the top 20 percent depending on how satisfied employees are at any particular time. The researchers have precisely market-tested the effect of happiness factors on performance by fielding an electronically traded fund that buys and sells the companies' stock according to their current happiness ranking. Over the past five years, the fund's 'trailing returns'—a performance metric that provides a historical snapshot of a given period—were about 10 percent higher than the S&P average. Irrational Capital researchers found six specific factors behind employee satisfaction. In order of their positive impact on a firm's performance, they are: innovation (managers' openness to input and ideas); direct management (clarity and truthfulness of communication); organizational effectiveness (non-bureaucratic, efficient processes); engagement (leadership that supports learning and growth); emotional connection (a culture that fosters friendships among colleagues); and organizational alignment (a good match between the company's external mission and its internal culture). For me, as a social scientist teaching business leaders, this suggests six corresponding goals for managers who want to raise employee satisfaction that translates into higher firm performance. Here they are, ordered by importance. 1. Listen for concerns and learn new ideas. Nothing is more disempowering for an employee than a boss who doesn't want to hear an idea that could help the company. Managers should look for ways to get as much feedback as possible, and then show they've really heard it and thought about how to use it. 2. Act and speak with clarity and truth. Particularly in times of uncertainty, employees are highly attuned to doublespeak and obfuscation. Always be frank and explicit about what they need to know for their job. People can handle I don't know what's going to happen, as long as this is the truth, not an evasion. 3. Ruthlessly cut red tape and unnecessary meetings. Employees hate bureaucracy. Some procedural stuff is necessary to maintain systems and accountability, but nothing lowers workers' well-being faster than obliging them to waste productive time. This is especially true of meetings, which should be minimized whenever possible. 4. Look for ways to support learning and develop team members. The employees you want to keep are the ones who love to learn new skills and grow in ability. Look for ways to create a culture of improvement through mentoring, training, and continuing education. Arthur C. Brooks: Think twice before taking the top job 5. Promote a culture of friendship. This goal is easy to misunderstand: It does not entail making friends with the boss; on the contrary, as scholars found in 2004, the interlocutor who, on average, induces day to day the most negative emotion for an employee is their boss. As a boss, accept the loneliness of your role —but do whatever you can to realize the fact that the happiest employees are friends with one another. 6. Live up to the organization's external mission. Many companies have high-minded ideals on paper and are dedicated in theory to making a better world. But, as they say, charity begins at home. If your mission is to uphold the dignity of all people, your employees should be first in line. For more than a century, virtually every corporate-productivity fad has been based on the notion that employees can be managed as if they were machines. This highly instrumental, scientistic approach to human affairs was what the Russian novelist Fyodor Dostoyevsky mocked in Notes From the Underground as the 'palace of crystal.' What he meant by this was the delusion of technocrats' solutions to people's problems—'all ready-made and worked out with mathematical exactitude'—that were bound to fail and leave people feeling helpless, angry, and alienated. If Dostoyevsky were alive today, the most obvious target for his derision would no doubt be the utter domination of tech in our daily life, intermediating friendship, dating, and work relationships. Just as the great novelist predicted, the technocratic delusion promises greater connection but leaves people lonelier and more depressed every passing year. Of a piece with this palace of digital crystal are the management fads that waste money and reduce people to productivity numbers. The way out of the palace of crystal is surprisingly simple, in life and at work: Just treat people as people.
Time Business News
03-08-2025
- Business
- Time Business News
Tips to Choose the Right Quality Management Training
Delivering consistent quality is now anticipated in today's cutthroat business environment. And the individuals who create the product or service are the first to exhibit consistency. Putting money into quality management training for staff members is a great method to improve internal standards and create stronger teams. However, not every training course offers the same benefits. To guarantee that your workforce acquires useful skills rather than merely theoretical knowledge, choosing the best one requires careful thought. These five well-considered suggestions will assist you in selecting the ideal quality management training skills for employees . Tips to Choose the Right Quality Management Training for Employees Pay Attention to Practical Uses, Not Just Theory A good training program needs to go beyond the frameworks and concepts found in textbooks. The most effective quality management programs are based on actual business problems. Seek out courses that provide practical projects, case studies, and examples unique to your industry. In this manner, staff members not only learn about quality management, but also how to use it in their jobs. Whether they are used in administration, customer service, or manufacturing, real-world application guarantees that the knowledge is retained and results in quantifiable gains. Search for Trainer Qualifications and Industry Experiences The success of the training greatly depends on the individual doing it. Simply having a well-prepared presentation is insufficient; the trainer must also have real-world experience. Find experts who have experience in a variety of high-quality positions in various industries and who know how to modify their approaches for various settings. Strongly qualified instructors with a track record of practical accomplishment, such as those with ISO or Six Sigma certifications, can contribute insightful information that increases the training's impact and relatability. Verify That the Program Complies with Your Business Objectives Prior to choosing a training program, think about your company's quality-related goals. Is lowering manufacturing faults your goal? Raise the ratings for customer satisfaction? Fulfil legal requirements? Your chosen training should be in line with those objectives. The greatest programs provide customisation or modular learning pathways that correspond with the particular needs of your business; they are not one-size-fits-all. Because of this connection, you can be sure that your investment will directly benefit the areas that matter most. Give Interactive and Captivating Learning Formats Priority Employee retention from training is significantly influenced by their level of involvement. Change is seldom sparked by passive lectures. Participation is advocated, and gaining knowledge is made greater memorable via interactive schooling. Engaging formats, whether supplied online or in character, keep workers engaged and growth the likelihood that they will use what they've learnt when they go back to work. Assess Follow-Up and Post-Training Assistance The training session shouldn't be the end of learning. Good programs include follow-up sessions, mentor access, or support resources to help reinforce important ideas. Employees may use what they've learnt and face obstacles in the real world with more assurance thanks to this ongoing assistance. It also shows that the trainer is dedicated to long-term outcomes rather than a one-time occurrence. Prior to committing, always enquire about the post-training support that is covered. Conclusion There is more to selecting the best quality management session for employees than just checking a box. It's an investment in the individuals who will represent your company and influence your results. You provide your staff all the resources they need to promote continuous excellence when you prioritise relevance, expertise, alignment, engagement, and follow-through. Quality is ultimately an attitude rather than merely a department. And your team as a whole can embrace it with the correct training. TIME BUSINESS NEWS
Business Standard
31-07-2025
- Business
- Business Standard
VELS HR Conclave 2025 Bridges Industry-Academia to Shape the Workforce of Tomorrow
NewsVoir Chennai (Tamil Nadu) [India], July 31: VELS Institute of Science, Technology & Advanced Studies (VISTAS), one of the best deemed university in Chennai successfully hosted its much-anticipated HR Conclave 2025, organized by the university's Career Advancement Cell, under the theme "Campus to Corporate: Preparing the Next Generation Workforce". The conclave served as a dynamic Industry-Academia platform to bring together academia and industry, fostering meaningful engagement among more than 180 HR professionals, industry experts, faculty members, and students, facilitating strategic knowledge exchange. The event was inaugurated by Dr. Preethaa Ganesh, Vice President of the VELS Group of institutions, who underscored the importance of future-ready education, industry-aligned curriculum and employability skills for today's students. She highlighted the university's commitment to nurturing adaptive leaders with corporate expectations and technological advancements. One of the major highlights of the conclave was a thought-provoking panel discussion on skill development moderated by Mr. Charles Godwin from Zoho Corporation. The panel featured HR leaders from prominent companies including TCS, Schwing Stetter, HCL GUVI, and Renault Nissan. The discussions revolved around the critical role of skill development in areas such as artificial intelligence, automation, Six Sigma, and data-driven technologies to enhance workforce readiness. Panelists also introduced the 'VIBE' concept Vision, Integrity, Belief, and Execution as a strategic framework to bridge the campus-corporate gap. Discussions also focused on how Gen Z career expectations are reshaping corporate mentorship programs and driving organisations to become more responsive and learner centric. The HR Conclave has led to several impactful outcomes. In the 2024 edition, more than 50 leading companies actively engaged with the university, resulting in over 10 Memorandums of Understanding (MoUs) for student placements, internships, and collaborative training programs. Notably, VISTAS also established an international partnership with the Government of Penang, Malaysia, enabling student and faculty exchange programs. Over 100 students from Vels University secured placements in top multinational corporations, supported by the university's dedicated efforts to provide specialized industrial training programs in engineering and other technical education. Vels Institute of Science, Technology and Advanced Studies (VISTAS), Chennai, is a proud member of the prestigious Vels Group of Institutions and was conferred University status by the Ministry of Human Resource Development (MHRD), Government of India. Supported by the VAELS Trust, the university is committed to transforming individuals into versatile professionals and responsible citizens by nurturing the right blend of Knowledge, Skills, and Attitude (KSA) and instilling a passion for contributing to national development. Established as a Deemed-to-be University in 2008, VISTAS offers over 100+ undergraduate, postgraduate, and Ph.D. programs across diverse disciplines, including Medicine, Engineering, Nursing, Allied Health Sciences, Pharmacy, Commerce, Law, Mass Communication, Maritime Studies, Education, Physiotherapy, Computer Science, Basic Sciences, and Life Sciences. All programs are recognized by UGC, AICTE, NMC, INC, PCI, BCI, DGS, and NCTE. With a vibrant academic community of over 15,000 students and more than 700 experienced faculty members, VISTAS is a NAAC A++ accredited deemed-to-be university offering 11 NBA-accredited programs. It also holds UGC 12(B) status and is ranked in the 101-150 band of the NIRF 2024 Rankings. Notably, the School of Pharmaceutical Sciences is ranked 64th nationwide. Vels University is widely recognized for its strong placement record and industry-relevant curriculum. Admissions for the 2025 academic year are now open. Explore our UG, PG, and Ph.D programs in Engineering, Health Sciences, Pharmacy, Law, and more - Apply Now to VELS University and take the next step toward a future-ready career.
Fashion Value Chain
31-07-2025
- Business
- Fashion Value Chain
VELS HR Conclave 2025 Bridges Industry-Academia to Shape the Workforce of Tomorrow
VELS Institute of Science, Technology & Advanced Studies (VISTAS), one of the best deemed university in Chennai successfully hosted its much-anticipated HR Conclave 2025, organized by the university's Career Advancement Cell, under the theme 'Campus to Corporate: Preparing the Next Generation Workforce'. The conclave served as a dynamic Industry-Academia platform to bring together academia and industry, fostering meaningful engagement among more than 180 HR professionals, industry experts, faculty members, and students, facilitating strategic knowledge exchange. Dr. Preethaa Ganesh, Vice President of the VELS Group of Institutions, inaugurates the VELS HR Conclave 2025 The event was inaugurated by Dr. Preethaa Ganesh, Vice President of the VELS Group of institutions, who underscored the importance of future-ready education, industry-aligned curriculum and employability skills for today's students. She highlighted the university's commitment to nurturing adaptive leaders with corporate expectations and technological advancements. One of the major highlights of the conclave was a thought-provoking panel discussion on skill development moderated by Mr. Charles Godwin from Zoho Corporation. The panel featured HR leaders from prominent companies including TCS, Schwing Stetter, HCL GUVI, and Renault Nissan. The discussions revolved around the critical role of skill development in areas such as artificial intelligence, automation, Six Sigma, and data-driven technologies to enhance workforce readiness. Panelists also introduced the 'VIBE' concept Vision, Integrity, Belief, and Execution as a strategic framework to bridge the campus-corporate gap. Discussions also focused on how Gen Z career expectations are reshaping corporate mentorship programs and driving organisations to become more responsive and learner centric. The HR Conclave has led to several impactful outcomes. In the 2024 edition, more than 50 leading companies actively engaged with the university, resulting in over 10 Memorandums of Understanding (MoUs) for student placements, internships, and collaborative training programs. Notably, VISTAS also established an international partnership with the Government of Penang, Malaysia, enabling student and faculty exchange programs. Over 100 students from Vels University secured placements in top multinational corporations, supported by the university's dedicated efforts to provide specialized industrial training programs in engineering and other technical education. About VELS University Vels Institute of Science, Technology and Advanced Studies (VISTAS), Chennai, is a proud member of the prestigious Vels Group of Institutions and was conferred University status by the Ministry of Human Resource Development (MHRD), Government of India. Supported by the VAELS Trust, the university is committed to transforming individuals into versatile professionals and responsible citizens by nurturing the right blend of Knowledge, Skills, and Attitude (KSA) and instilling a passion for contributing to national development. Established as a Deemed-to-be University in 2008, VISTAS offers over 100+ undergraduate, postgraduate, and Ph.D. programs across diverse disciplines, including Medicine, Engineering, Nursing, Allied Health Sciences, Pharmacy, Commerce, Law, Mass Communication, Maritime Studies, Education, Physiotherapy, Computer Science, Basic Sciences, and Life Sciences. All programs are recognized by UGC, AICTE, NMC, INC, PCI, BCI, DGS, and NCTE. With a vibrant academic community of over 15,000 students and more than 700 experienced faculty members, VISTAS is a NAAC A++ accredited deemed-to-be university offering 11 NBA-accredited programs. It also holds UGC 12(B) status and is ranked in the 101-150 band of the NIRF 2024 Rankings. Notably, the School of Pharmaceutical Sciences is ranked 64th nationwide. Vels University is widely recognized for its strong placement record and industry-relevant curriculum. Admissions for the 2025 academic year are now open. Explore our UG, PG, and Ph.D programs in Engineering, Health Sciences, Pharmacy, Law, and more – Apply Now to VELS University and take the next step toward a future-ready career.
Express Tribune
29-07-2025
- Business
- Express Tribune
NPO to organise webinar
The National Productivity Organisation (NPO) is going to organise a webinar titled "Cost of Quality – Turning Quality into Profit" on Wednesday (today). The webinar will provide information about the introduction to cost of quality (CoQ), categories of CoQ, poor quality and customer satisfaction, tools to track CoQ, how to measure CoQ in your organisation, and CoQ and continuous improvement, according to the NPO document shared on Monday. The webinar aims to help participants understand that quality is not just a technical issue, but a cost and profit lever, to identify and reduce hidden costs due to poor quality in their area, empowered to make smarter resource allocation choices, cross-functional collaboration develop a shared language of quality across departments for better teamwork, know their functional role in improving quality and reducing cost and CoQ knowledge strengthens initiatives like Lean, Kaizen, and Six Sigma.
