Having a retention conversation after someone resigns... is it a waste of time? What's the enterprise philosophy of retention, if there's one. The best opportunity for a Supervisor is to do the right things for their people when they are working with them, not after they resign.

Large enterprises announcing layoffs often add-in severance packages to soften the situation at both sides of the table. This episode discusses if there's a severance package that's generous enough to reduce the sting of the sense of rejection that layoff comes with.

What motivates you the most at work? Is it Money? Affiliation? Achievement or Power? If it's Affiliation and Connection... what are you more connected to...? The Enterprise or Brand? Your Manager? Your team or peer group? Or your role?

What's your definition of Freedom at the workplace? Choice of work time, space, location, colleagues, bosses, tasks... and beyond.

Are company dinners with bosses and colleagues the time to connect with them or enjoy the meal? Are there official DOs and DONTs for informal lunch or dinner meetings with super bosses and colleagues? Should HRs also set out guidelines for the same?

If you know your colleague's salary and use it, is it a breach of confidentiality terms signed with your employer? What do you do if you get to know your colleague's salary or increment percentage or bonus amount? How can we get caught up with others' pay information?

A top reason for candidates dropping out of a recruitment funnel is the time taken for the hiring process. Is it the system or the process of meeting multiple candidates or unusually high number of rounds or something? Irrespective of the technicalities, isnt it the Hiring Manager who is to be blamed for inordinate delays causing candidates to dropout? Can Hiring Managers step forward and own up the control they have in the velocity of a hiring process?

If you send an acknowledgment note to an interviewer, after your interaction... would that look like desperation or seen as someone who takes the initiative or being participative? Has the lack of participation in enterprise initiatives become a common occurence? If yes, why so? Why dont we participate in events, ritual and processes of the enterprise? Why and when do we give things a cold shoulder in the work context? Is there a hack for genuine participation versus the tick-in-the-box participation?

What do you do if your peer or counterpart is out of line? Do you let it pass or confront them? What's the forum of expressions of our views or opinions against our peers? Take it up with the boss or share with peers or in a public forum or a one-to-one setup? Is one-to-one the most potent or challenging setting? With no authority over peers does this become complicated?

Have you complained to your super bosses, about your immediate boss? What are the consequences of taking on the bosses? Did you have the resilience to handle the consequences of taking on your boss head-on?

Can performance be the shield... always? Without performance can one get away with just logical arguments? How can one balance standing up for oneself versus switching jobs eternally?