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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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Spiritual Workaholics

  With the COVID 19 Pandemic, working from home has become a new normal across the world. There are a number of studies conducted on how productive employees are, do they feel motivated? There are also lot of recent posts and articles on Employees working more hours than they worked while in office. Interestingly is ” Number of hour worked?” a criteria to measure employee performance and productivity? The employee working a greater number of hours than normal are often referred to as “Workaholics”. There are 2 types of Workaholics: 1 st type : Employees work greater number of hours because they love their job 2 nd type:   Employees work greater number of hours because they things are out of their control If we look at both the scenarios there is a critical difference between overworking. In the first case because the employees love their job and want to go extra mile, this leads to higher performance, productivity, and motivation. In the second case, because the em...
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“Employees” - Steering Wheel of CSR

“The achievement of the CSR outcomes depends upon employee willingness to reciprocate and collaborate with positive attitude”   In recent years the term corporate social responsibility (CSR) has gained prominence, both in business and in the press, to such an extent that it seems to have become ubiquitous. There are probably many reasons for the attention given to this phenomenon not least of which are the corporate excesses witnessed in recent years. There is a symbiotic relationship between employee well-being in organizations and HRM practices when considered from Corporate Social Responsibility (CSR) perspective. It is imperative that companies convince their key stakeholders- “EMPLOYEES” that they are serious about CSR by demonstrating through good ethical policies that organization aims to achieve desired social, environment, political outcomes. Hence it is employees rather than the board or consultancy firm who carry the main burden of responsibility for implementing ...
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