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About Me

Shubhangi Bhosale is a PhD Scholar on "Workplace Spirituality" and an enthusiastic HR professional and has experience in the field of training and development, assessment center, employee engagement and organizational development. She is a management graduate with strong human resource background. She is a rank holder in the university during her masters and university topper during her bachelor’s degree. She is a passionate researcher and an avid writer. She has published over 17 research papers and case studies in National and International journals. Her research papers were presented in national and international conferences. She has successfully accomplished research projects with leading corporates. Knowing humans and their behavior closely has been her interest area. Shubhangi has worked in strategic role in corporate and has handled projects both in India and overseas. She has been training corporates in Johannesburg, South Africa on strategy, business case, agile, behavioral skills and technical skills. She has worked on a government project on “Economic Development of Meghalaya”. She has mapped competencies for the self help groups and has studied the microfinance model of United Nations. Her rich and varied training experience in the domain of CSR, soft skills development and strategic HR helps her contribute to HR consulting extensively. She has trained in diverse industries including manufacturing, education, NGO’s. She owns her own Consulting Company "Lavance Solutions" and has conducted multiple training and consulting assignments.


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Followership

“It is often said Today’s effective followers are tomorrow’s potential leaders” There are effective followers and ineffective followers Sheep There are people who are passive and like to work from 9-6. They think they work for living and lack initiative. They expect their leader to think for them. Most probably they may say, “Sir, whatever you think good for me”. They are also “Yes Sir”, “No Sir” type. Survivors There are some people whose motto is “better to be safe than sorry”. They do not take risk, tend to be political. They do not lead change but want to survive across it all costs. They are not someone who would rock the boat. You will find plenty of such people in Govt. offices.  Followership Model Alienated Followers They are capable yet cynical people. They come across as negative people. They generate and emit lot of negative thoughts and energy. They are seen gossiping in the corridor and criticizing their organisation and management. You will hear comment su...
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Principles of CSR

Because of the uncertainty surrounding the nature of CSR activity, it is difficult to define CSR and to be certain about any such activity. There are three basic principles which together comprise all CSR activity. 1.Sustainability: If the resources are utilized in the present, then they are no longer available for use in the future. This is particularly pertaining to those resources which are finite in nature. Measures of sustainability would consider the rate at which resources are consumed by the organization in relation to the rate at which the resources could be generated. 2.Accountability: Accountability is concerned with the organizations realization that its action affects the external environment therefore assuming responsibility for the effects of its actions. It implies that the organization is a part of wider societal network and has responsibilities to the entire network rather than just to the owners of the organization. 3. Transparency It means that the external impact o...
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HR: A Strategic Asset

Strategic assets are “the set of difficult to trade and imitate, scarce, appropriable, and specialized resources and capabilities that bestow the firm’s competitive advantage”. It is easy to understand why organizations talk about people as an asset, but tend to manage them largely as a cost to be minimized. Aside from accounting principles that encourage this perspective, HR costs are easy to observe, while HR value creation is not. Largely because of the traditional perspective on HR, organizations have no way to measure HR’s strategic performance. Nevertheless, we know that intangibles in the aggregate are an increasingly important source of firm value, and that human capital ought to be a part of that asset value. HR is a strategic asset as it can play a critical role in both strategy implementation and management systems. Namely, the ability to execute strategy well is a source of competitive advantage, and “people” are the lynchpin of effective strategy execution. We think i...
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