The Blog: Murad S. Mirza

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About Murad S. Mirza

Murad is an innovative thinker and an astute practitioner of areas within and associated with the fields of Organizational Development, Talent Management & Business Transformation. He has worked in various geographical regions across the world. He has a rich history of delivering desired results for progressive organizations ranging from SMEs to Large Corporate Entities.

His scholastic accomplishments have been affirmed by induction into Beta Gamma Sigma, an International Honor Society, as a Lifetime Member. He is also a globally published author and an active contributor to various professional forums. His profile on LinkedIn can be viewed at: http://ae.linkedin.com/in/muradsalmanmirza

An Overview of the Employee Career Dynamics in the Digital Age

Professional careers have always had a tinge of uncertainty; however, the Digital Age has amplified it significantly with efficiency no longer being the mainstay of ‘human’ excellence as advanced automation and seamless autonomous functioning have steadily taken out the ‘committing of errors’ from the corporate equation.  Consequently, ‘excellence’ is being ‘commoditized’ with respect to job performance and the notion of being ‘relevant’ in the Digital world is gaining more traction.  More and more of the repetitive/physically demanding/minimally diverse jobs/roles/functions are being relegated to ‘smart’ machines while cerebrally-intensive skills, e.g., innovative thinking, astute strategizing, creative application, cohesive peer-to-peer engagement, etc., are being heralded as the ‘last bastion of ‘human relevance’ in the workplace.  Most of the respective impact is being felt by the mid-career professionals who are haunted by the notion of ’45 is the new 65’ as they brace for the groundbreaking technologies nullifying the need for large workforces.

Article by 5 March 2019

The New Frontier for Talent Acquisition in the Digital Age

Finding the right talent for the Digital Age has become increasingly critical for competitive organizations as the relevant dynamic demands keep revising the roles/skill sets that are needed to succeed in the future.  The steady influx of AI-enabled entities in the workplace has been a key factor in the respective context as the notion of the ‘right talent mix’ now involves both ‘human’ and ‘non-human’ team members.  Consequently, this has put significant strain on the historically cozy and secure relationship between recruiting firms, especially, in the ‘retained’ category, and their corporate clients as conventional/unconventional recruitment approaches favoring induction of ‘human talent’ are not deemed to be in optimized congruence with the organizational imperatives of higher efficiency, faster productivity, refined timeliness, seamless manufacturing/services, and consistently innovative offerings to remain relevant in the face of disruptive influences/competitors.

Article by 5 February 2019

An Introduction to the Fear Cognition Scale (FCS) for the Digital Workplace

Workplaces are undergoing profound transformations to accommodate the varying expectations of a multigenerational workforce and the increasing influx of AI-enabled entities.  The inevitable need to maintain robust talent pipelines for assuring a healthy supply of capable leaders has galvanized progressive organizations to place greater emphasis on effective talent development and employee engagement activities.

Article by 2 July 2018

Do You Want to Remain Professionally Relevant in the Digital World?

There was a time when graduating from a reputable academic institution meant a warm welcome to a safe professional journey with steady climb up the corporate ladder and ending in a respectable retirement from a grateful organization.  However, as analog initiatives have increasingly yielded to digital pursuits, business lifecycles have become increasingly susceptible to ‘disruptive’ technologies and ‘seemingly secure’ careers are wavering under the ‘relevancy’ scrutiny. 

Article by 1 June 2018