Rucha have an experience of 7+ years as a Business Analyst and Proxy Product owner in waterfall/agile software development. Have a Bachelor's degree in Computer Engineering; Spirituality and Values; and I am pursuing MSc in Counseling and Psychology. She have worked in teams across multiple domains, possessing a proven ability to lead teams and successfully deliver solutions of the highest quality in complex & challenging environments across geographies. She work closely with the communications Lead, HRBP and Leadership teams for the organizational initiatives. I have been involved in managing my team, which includes deliverables, knowledge management and other day-to-day activities. Working closely with Stakeholders and managing their expectations is a part of my daily job.
She has also been a soft skill trainer and have mentored people on Business Analysis and have conducted several training within and outside organizations. I am involved in knowledge management of the teams I am working with. I am an IBM certified database associate and have completed the INS 21, INS 23 insurance and LOMA AAPA 273 Annuities certification in addition to the BCS ISEB Business analysis foundation certification. I am a team player with strong communication skills and am certified in Business English from the University of Cambridge.
Embracing Performance Kaizen - An annual performance review case Study at Springer Nature
Every organization hopes / expects / demands high performance from their employees and teams. It's not very long ago when most effective organizations in the world had a ritual called yearly goal - setting. Many organizations still continue with this where the HR cascades a set of goals set by the organization's leaders for their employees. This is usually followed by a quarterly to yearly review cycle which with most organizations are linked with incentives. In general terms, there ain't any flaw with this system; goal setting is an efficient way to continuously improve oneself. However, the execution of this process may be flawed and may lead to unoptimized results.
With the advent of business agility, this focus shifted towards continuously learning & improving organizations. This meant that faster feedback was highly recommended for performance improvement and the idea of year-long goal setting seemed a talk of the yesteryears. Many organizations embraced this change by completely abolishing the yearly goal setting practice and instead relying on mentor relationships for an individual's performance improvement. This did improve relationships at the same time hindered transparency since the organization
