Rajesh Tripathi

Recently, I had a chance to meet the Director of large company & discuss with him the state of Performance Management System in his company. The discourse did not surprise me at all but what surprised me was the level of pain & anguish about why is there not a single but easy to execute PMS that takes care of all the challenges that industry as a whole is facing since so many decades. I tried referring to some of the commonly used PMSs like Balanced Score Card , OKRs etc but he said that all these may be good in theory but in reality, far from being easy to comprehend by masses in general and use them. He revealed that the route that he and other senior executives have adopted is whatever performance ratings are recommended by functional managers for their employees, he would reduce them by a notch or two without even looking at the merits of these recommendations. He added that even people know it well that all these performance ratings are inflated much beyond accepted norm...

The RT Business Model , developed by Rajesh Tripathi, is a simplified and universal framework for running businesses. Unlike many complex models that apply only in certain contexts, the RT Model is designed to be easy to understand, practical, and applicable to any organization at any time .   What Is the RT Business Model? The RT Business Model provides a framework to organizations to decide & pursue business goals which are easily understood by the people & in general, masses. There numerous business models going around in the business community. These models were conceived for to meet specific business needs. But practically, their usability was restricted to consulting organizations. Secondly, understanding them was a big challenge. One needs to have basic knowledge before making use of any of these models. The business world was lacking a one and was looking for a model which is universal in its approach but so simple that even a common man can understand it. T...

Efficiency has always been at the heart of human enterprise. Humanity’s obsession with efficiency isn’t accidental. It’s deeply rooted in survival, psychology, economics, and even culture.  Survival instincts, resource scarcity and economic incentives made early people to follow this aspect over any other reason. It is ‘efficiency’ that delivers higher margins. ‘ Competitiveness ’ and ‘ Sustainability ’ have taken birth out of efficiency. Efficiency is the only factor that drives ‘ Innovation ’. Summarily, profitability, competitiveness, Sustainability & Innovation are driven by efficiency to fulfill the desire to excel. It can convincingly be said that most of the Business and HR processes are rooted in the factor of Efficiency. Performance Appraisal is not an exception. Performance appraisals started as sporadic evaluations during World War I , mainly to measure efficiency. It never meant to consider employee growth. As the time passed by many new dimensions were tried to ...

Companies cut on their EBITDA significantly due to many unchecked HR practices . Studies say loss to profitability due to poor decision making running much more than it is believed to be. Unchecked HR practices [for which some sort of estimation can be done] making organizations sacrifice a major chunk of their profitability that may be in the range of 10 to 40% of the revenue depending upon industry and execution; more than organizations really achieve in profitability. It thus means that if organizations start making best use of HR practices, they can double up their profits without any additional efforts. Coming back to ‘Unchecked HR practices’ making organizations bleed, one of them being   ‘ Socialistic Hiring .’   Socialistic Hiring here means the hiring which is primarily done to satisfy the ego of individual managers in organizations that is beyond the needs of business. Why does it happen? Reason, there is no tool in the hands of HR to scientifically substa...

  If you get the opportunity to nudge the CEO of a company about the reason of the company not doing well; very often you get the reply ‘somehow strategy didn’t work.’ Very seldom people including CEOs, you find talking about failure on their part in building right ‘ Organizational Capabilities ’ in the company. What is ‘ Right Organizational Capabilities ?’👆 Presumably, every HR & business manager clearly knows about it.   The only challenge is they do not talk about ‘Right Organizational Capabilities’ but ‘ Right Functional Capabilities ’.   Prodding more, they may talk about Ignoring Culture & People, Poor Communication , Overcomplicating Strategy and neglecting Customer Needs etc but not about the organizational capabilities . And this is the Biggest Mistake Organizations Make! Organizations day in day out take numerous decisions for their employees starting with the selection process to their development but nowhere in the entire lifecycle of empl...

  Current HR Tech companies barring PrajjoHR struggling to contribute to make HR a true primary function within organizations due to several deeply rooted challenges, both technological and organizational. Primary Challenges are: 1.       Lack of True Innovation Most of the HR Tech companies have picked up routine HR processes for their automation without understanding the real HR challenges which start from the basic requirements – the first being proving a holistic Competency Framework, so that organizations can provide a basis to understand and align their businesses nature with the talent needs. Recent years saw many HR tech products focusing on consolidation or chasing trends such as AI, with most not delivering significant value or innovation. High switching costs and internal skepticism keep organizations from trying newer solutions that might better empower HR. PrajjoHR under the leadership of renowned HR & business professionals has foc...

  Misalignment to non-alignment of employees with the Purpose and Vison of Organizations, leads to confusion, disengagement, and resistance across teams. Organizations primarily fail to align all employees to their vision due mainly to following reasons: Unclear or Overly Abstract Vision If the vision is too vague, idealistic, or jargon-heavy, employees struggle to relate it to their roles. A vision like “becoming a global leader in innovation” sounds inspiring but lacks actionable clarity. Lack of Comprehensive Competency Framework Distorted Competency frameworks are one the main reasons of employee misalignment to non-alignment. There is no framework which considers different aspects of business to ensure it connect to employees’ daily actions and managerial decision making. No Link to Daily Work Employees need to see how their tasks contribute to the larger purpose. Without clear ...