Why your team needs Fullstack Employees!

Why your team needs Fullstack Employees!

BHyve fullstack employees

People are not your most important asset. The right people are. 

Jim Collins, American Author and Consultant

One of the most important things that sets organisations up for sustainable success is hiring the right people with the right talents. You need to find the right man for the right job. And this question often boils down to a 2 choices – 

 

A Generalist or a Specialist?

Generalists are people with multiple competencies, people who exhibit multiple skills and can be good at more than one work. Specialists on the other hand, have deep domain knowledge about specific subjects. They usually tend to be aiming for the “most renowned expert” title, and focus all their attention on one subject only. 

In short. Generalists tend to know a little about a lot of things; specialists tend to know as much as possible about just a few things.

However, as business needs change, and technological, social and operational roles at work change, we believe the key hires to make are Full Stack Employees!

Fullstack employees are the way to go!


A Full Stack Employee is someone with multiple competencies in multiple verticals. Fullstack Employees are digital natives, connected beings, who can easily shift between technical and managerial roles. They are inherently creative, and have an insatiable appetite for new ideas. They’re curious about the world, what makes it work, and how to make their mark on it. 

They have an affinity for learning and staying productive and are curious about the world and how it works. They usually have 3 attributes – they are high on problem-solving, high on communication skills and high on learnability.

Full Stack Employees are like Swiss Knives – utilising them is less about their capabilities and more about the right motivation and direction. A lot innovation can be unlocked from Full stack employees if their skills are honed and applied in the right direction. This becomes important as full stack employees are agile and can hold their own ground when faced with a plethora of business challenges. Their ability to learn and agility are their strengths. 

Now, you may be thinking, Full Stack Employees sound a lot like generalists. The key differentiating factor here however, is that Full Stack employees, also known as T-Shaped Professionals, have some sort of expertise in at least one vertical in their arsenal. A T-shaped person is a “Jack of many trades, master of (at least) one. 

 

 

T shaped employee

 

Why should you hire a Fullstack Employee?

While Full Stack Employees generally give the most bang for buck offer in an organisation. They help out in different fields and make communication in the organization a lot easier. 

Also, they stand out for their ability to collaborate, stay agile and learn on the go, effectively take up tasks from specialists and free up their time to do deep working, and most importantly, a high sense of empathy that makes them valuable in group setups. 

For example a full stack marketer will know how to play with numbers and data, but will also understand the pain points of sales employees, and understand how to form camaraderie and help the sales staff reach their goals.

Full stack employees also stand out for their ability to bring in multiple approaches to problem solving instead of having a specific lens like specialists. They can see the big picture and tend to move in unique ways than a specialist. They are also able to identify and play on the strengths of all team members and take actions considering other departments and the effects of their decisions on the organisation. 

 

How to hire and develop Fullstack employees?

Once we know we want to go for Full Stack team players, comes the question, how do we hire and nurture them?

Creating T-shaped people is not instantaneous. It needs finding people who have the right mix of curiosity, energy, basic knowledge and intrinsic motivation. 

When interviewing, identify these skills in the prospect and consider asking the prospect questions that relate to not only the field they specialise in but also other fields they keep an interest in. Also try to recognise if the prospect has an affinity for learning, they have high communication skills and are good at problem solving.

Once you locate these people, cross functional training plays the lead role in turning employees with potential into Full Stack Employees. 

Start with relevant skills. It’s easier to learn skills and technologies that are similar to the ones we already know. Pairing them with experts in the field you want them to learn will also solve the problem of the Bus Factor – the risk that a project might come to a standstill because key people holding the knowledge and capabilities got hit by a bus!

Having some high energy full stack employees in such teams as shadows is very helpful. In the world of automation, learning and unlearning new skills quickly is immensely important. Your T shaped employees will ensure they also build the learning culture of your company, through questions and cross-pollination of ideas. 

Full Stack employees also make for excellent managers. They are really good at communicating with different teams, managing employees and embracing adaptability in the organisation and reducing bottlenecks in performance of tasks.

Pay close attention to employees who have a varied amount of skills, experience and problem solving abilities. Finding employees who have an interest in increasing their skills and an interest in different areas of study. HR teams must drive reskilling initiatives that focus on preparing employees for different verticals and widens their skill gaps. This has become an unbelievably difficult task at times of remote work. 

BHyve can help you!

We at BHyve attempt to make this job a breeze by using our Skills Passport feature and figuring out what your employees are up to while increasing the tacit knowledge flow in the organisation. Through effective skill mapping and recommendations, BHyve finds and nurtures your Fullstack Employees to keep them engaged, skilled and connected to the organisation. 

Connect with our team of organisational psychologists to discover how to tap into your Fullstack Employee potential with BHyve. 

Building a Second Brain – All Company Knowledge at your Fingertips!

Building a Second Brain – All Company Knowledge at your Fingertips!

Second Brain BHyve

Imagine what life would be if we all possessed a second brain! 

While the idea might sound absurd, I cannot help but visualize a workplace where we’d never forget any information we came across. We’d remember every piece of advice ever given. We would never have to run back and forth between colleagues trying to recall how a particular task had to be done. 

Now, most of you would disregard everything you just read, thinking, “why dream of something that isn’t possible”. But, before you do that, hold on and try to think of the possibilities of this technologically advanced era that we’re all living in.

Information overload? Oh yes, it is real! 

We are exposed to so much information every day. From having random conversations with people to browsing through social media channels, we consume a lot of content in every different way possible. 

According to some studies, an average person processes nearly about 74 GB worth of information daily. Mind-boggling, isn’t it? It often happens that we get a brilliant idea in the spur of the moment, but it somehow dies down as the days pass. While we tend to remember everything when told to us, we fail to recall it when we need it the most. With so much content overload, it is only natural for information to get misplaced or for our brain to throw it under the ‘unimportant’ category.

So, how about building a second brain? Shall we?

A solution to all this would be to have a second brain, which, thanks to technology, can now be turned into a reality. Building a second brain is a methodology to store all our knowledge, thoughts, ideas, action points, and other information to be extracted whenever needed. It provides us helpful prompts to act on our incomplete tasks and ensures that ideas, no matter how small or big, are preserved before we lose them. It is a beautiful way of capturing your employee’s tacit knowledge so that it can be passed on in a meaningful way. 

According to Tiago Forte, productivity expert and the author of the “Building a Second Brain” (BASB) methodology, a second brain is:

an external, integrated digital repository for the things you learn and the resources from which they come. It is a storage and retrieval system, packaging bits of knowledge into discrete packets that can be forwarded to various points in time to be reviewed, utilized, or deleted.

Now that’s definitely something you want for your organisation!

 

BHyve to the rescue!

Since remote working has become an integral part of how organizations function, it is essential that we make employees feel empowered as though they were in a physical office setup. Being able to ask for help or understand a specific task from a colleague sitting nearby is now a big challenge. To avoid these roadblocks and significantly enhance employee productivity, BHyve’s enhanced Publishing capabilities have introduced a process called ‘Knowledge Publishing’. The Knowledge Publishing process sources and documents employee tacit knowledge through friendly conversations into an Employee Wisdom Wikipedia. It then further diffuses them as structured content for easy sharing and consumption. 

An Employee Wisdom Wikipedia, specially created for you and by you – a must-have feature in today’s work from home scenario. Our Knowledge Publishing would not only store these precious pearls of wisdom by your employees but would also equip you with the ability to train employees better. A new employee’s induction, an employee moving on to a more significant role, or a simple knowledge transfer between departments – BHyve’s Knowledge Publishing would be your support guide through every change. 

Let’s consider the example of lawyers. Some cases go on for years. With an average term of say 4-5 years in each case, there is a lot of information that gets transferred between different people at different points in time. From partners to paralegals, there is no bar on the number of people involved. Imagine having to work on a run-down 5-year-old case where the data is not adequately handed over, and bits and pieces of information are missing. Not every thought or hunch is documented every time. There could also be a scenario where the percentage of handover cases is way higher than the percentage of new cases. 

With BHyve, your organisation can help you unlock the potential of adequately documented data. A readily available asset with the amalgamation of insights, best practices, experiences and observations, the Employee Wisdom Wikipedia would be your pot of gold. 

Now let me revisit the question I asked you initially – Imagine what life would be if we all possessed a second brain! Only this time, you know that you can. 

Schedule an appointment today to start building a second brain for your organization, only with BHyve.

Melting the Knowledge Iceberg at your workplace!

Melting the Knowledge Iceberg at your workplace!

Knowledge Iceberg BHyve

In 1989, Japanese business guru Sidney Yoshida published a paper that got corporations to relook at their approach to Knowledge Management and how they understand and solve problems.

This paper, ‘The Iceberg of Ignorance’ highlighted the knowledge problem was plaguing leading Japanese corporations. The report looked into the different levels of awareness employees at different levels have with problems facing the corporation. The results were as follows:

100% of problems across the companies are known to the staff
74% of problems are known to the team leaders
9% of the problems are known to the managers
And only a mere 4% of the problems are known to the senior leadership.

Although this paper is published in the pre-internet era, one can quickly agree that this problem is still prevalent to a certain degree. This iceberg of ignorance has now steadily evolved into an Iceberg of Knowledge. As I write this, I shall gradually reveal several instances of how the iceberg of knowledge has been noticed within companies I’ve worked with. 


In my first job, I started off by working to understand and absorb everything which was documented. The things which I am supposed to do, the things which I am not supposed to do…

Knowledge in the form of Standard Operating Practices and Manuals is created with the sole objective to make me acquainted with what the company does and how I should operate in the role I’ve been set in.

But as I started immersing myself in the job, I realised that the knowledge I had consumed from all these places just served as a starting point towards understanding the deeper bit of the knowledge. I realised that outside of the static, documented knowledge, I stumbled upon a lot of knowledge, through conversations and observations. These are the pockets of Tacit Knowledge, floating around in the organisation, but only being discovered by chance.  

What’s the Knowledge Iceberg problem?

The Knowledge Iceberg theory simply states that an organisation’s knowledge is divided into 2 parts; 

  1. Implicit or Tacit 
  2. Explicit Knowledge.

And much like a regular iceberg, what you see is mostly just the top 20% of this knowledge. The larger, 80% chunk, is hidden deep within your employees and their behaviour, and requires special efforts to tap into. Melting and diffusing your company’s knowledge has emerged as a critical need-of-the-hour requirement. So let’s dive deep into it (Did you see what I did there?)

Knowledge Iceberg

Explicit and Tacit Knowledge

All documented knowledge, sits as explicit knowledge, visible, accessible and for employees. That’s the documented knowledge a company owns. This could be in the form of;

  1. Manuals
  2. How to Guides
  3. Standard Operating Procedures
  4. Monthly / Quarterly Reports
  5. Training Videos
  6. Client Databases
  7. Sales Presentations
  8. Inventory Records. 

Most of this information is static and is rarely updated within the company’s knowledge systems. One can categorise these systems themselves to be ‘Legacy Systems’. Not only are legacy systems not up to date with information, they are highly isolated – meaning they don’t allow easy movement of information between teams, departments, locations, or even tools. 

Imagine a system where your sales data is nowhere connected to the marketing initiatives taken to accomplish those sales goals. Or where merging inventory data with people planning needs to be done manually, and takes days or weeks of effort! 

Now, there is no denying that these systems are instrumental. But their structure and information dispensing ability might be limited when it is required the most.

But on the other hand, the tacit knowledge, the bottom half of the iceberg, has learning that comes from lived experiences, through questions and probing. There are some very specific places where this knowledge is available in your organisation – cafeteria tables and water cooler conversations.

This knowledge is often times, so deeply ingrained in habits and behaviours, that employees don’t necessarily know they know – like the unknown unknowns. Think deep-lying technical knowledge, or mastery acquired over years of experience. 

To a large extent, tacit knowledge is getting shared by chance and not by design. 

Let’s talk Tacit Knowledge

Tacit knowledge is best practices of employees, on how over some time have they learnt how to execute their job more efficiently and with better finesse. E.g., A project manager has learnt from experiences and mistakes how to deliver a new project on time, every time!

It is the success stories of employees on how they were able to win a special deal, ensure timely delivery or with a lot of back and forth; they were able to execute the agreement successfully. E.g., How was a sales representative able to win a deal by having an innovative approach.

It is the knacks and know-hows of the employees about how they precisely know to effectively firefight or plan for unanticipated business events. E.g. A shop floor engineer knows the practices that can be employed to prolong the life of a machine.

The experiential learnings, the learning curves a new employee faces and improvise to make it shorter or the experiences an employee faces when a new project has to be executed. For example, when a new project is being completed, the employees’ initial learnings, the challenges they face, and the resolutions they pass.

It is the market insights that employees gather when they are having interactions with the external stakeholders. These insights and market observations embedded in those interactions rarely get shared with the rest of the employees. E.g., The insights frontline salespeople gather while interacting with customers are most valuable and mostly shared within inner circles.

It is the troubleshooting hacks. When employees improvise, adapt and overcome their challenges at work, what they discover is the troubleshooting ‘hacks’. If these are shared within the organisation, similar problems in the future can be countered easily. For e.g., when an engineer is stuck at a code, and with his efforts of secondary research, he could find the solution towards it.

All these instances can be easily captured as Tacit Knowledge

How to tackle this beast of Tacit Knowledge? 

The most effective way to make Tacit Knowledge visible is by identifying its source.

This bottom half of the knowledge iceberg is closely associated with the bottom half of the Ignorance Iceberg. The less informed your top management is about problems and best practices, the bigger and scarier the problems in the future.

But with conscious investment towards harnessing the employees’ tacit knowledge, it is possible to melt the iceberg and make the best practices, competencies, knacks, and insights of all the employees freely accessible to everyone. This helps the organisations have access to this valuable wisdom when they need it and keeps the employees more engaged and productive.

Having essential knowledge coming in from a peer when I need it is one of the best stimulators towards productivity. It enhances the ability of the employees to solve complex tasks and increase camaraderie.

 

Melting the Knowledge Iceberg

Companies need to direct active investments in tapping, storing, and sharing of such knowledge, so employees can reach their full potential and deliver consistent results for the organisation. 

Having seen firsthand both the beauty of accessible tacit knowledge and the problems lack of a systematic process, BHyve was built to diffuse employee wisdom. Our technology that can help large and small corporations melt the knowledge iceberg and make the organisation’s knowledge more accessible.

Connect with us here to book an appointment with our organisational psychologist and learn how you can make your tacit organisational knowledge visible.

Keep it Simple Silly; The Feynman Technique that can transform your employee learning experience!

Keep it Simple Silly; The Feynman Technique that can transform your employee learning experience!

Don't worry. I got your Back - Fathers Day

For those of us who have seen the movie ‘3 Idiots’, we still crack up every time we think of Raju answering his professor, how an induction motor started. Well, he wasn’t totally incorrect when he said that it started with a ‘Brrrrrrrrrr…’, but it was surely not what was expected of him!

As I sit here reminiscing the scene, I find it somewhat embarrassing to be able to relate with Raju! Knowing something, and being able to explain it in a clear, succinct way are two very different capabilities. In fact, this is the biggest fallacy of workplace learning. People confuse consumption with learning. They believe watching a video, hearing or reading some text, will make the information stick with them. 

Look around your own workplace, and you can spot these people easily. They may say they’re an expert at sales, or a certified Six Sigma practitioner, with a number of certificates under their belt. But ask them for quick takeaways, and they lack the words to explain it. 

In all probability, they haven’t retained a thing from that learning activity you put them through. 

“The person who says he knows what he thinks but cannot express it usually does not know what he thinks.” – Mortimer Adler 

 

Which brings us to a very important truth about Learning. Application of knowledge is fundamental to learning. A person who reads without pausing, to think and reflect, will never remember or know how to apply anything they read. 

So what can you, as leaders in charge of learning, do, to augment learning outcomes of your organisation? Professor Feynman has some ideas!

Learning by breaking it down: The Feynman Way

A simple, yet extremely efficient method to build knowledge is the Feynman Technique. Richard Feynman, the Nobel Prize winning physicist is widely known as “The Great Explainer ”. He believed that to be able to grasp and apply any learning, the key is to make it as simple as possible. Simple enough that you could explain it to an eight-year-old! 

As opposed to the practice of memorizing inattentively, this technique focuses on building knowledge effectively for the long run. It’s a simple 4 step process.

  1. Pick a topic you want to understand
  2. Pretend to explain the topic to a classroom, or an 8 year old child
  3. Identify the gaps – the places where you get stuck
  4. Go back to the books, and understand it better
Feynman Technique

This process also takes care of another crucial learning barrier – the use of jargon. While explaining the concept to someone, you are forced to simplify terms, skip the jargon and get to the heart of the matter, in a structured manner. 

If you get stuck, or are unable to simplify something, well, it’s time for you to revisit what you had learnt. Once you’ve completed breaking it down, it’d only be natural for the child to ask questions in return. Go on, until you’re satisfied. If you’re stuck again, repeat the process and complete the cycle.

Over the years, this technique has been leveraged by leaders like Bill Gates, to supercharge their learning efforts. 

 

How is this helpful at my workplace?  

Think about the countless hours of training your employees undergo. What are the chances information is coming in through an ear, and flowing out through the other?

 

What can you do to fix this? Think Peer Learning

Teaching is one of the most effective ways to retain, absorb and apply learning. It brings the feedback loop into the process from the start, where your learner’s first cues can help you understand if you’re in the right direction. 

For organisations looking to truly empower their learners, Peer Learning is the silver bullet to ensure retention, sharing and application of learning. And now as organisations reshape as remote and distributed teams, the flow of information is not as easy as it used to be. Most of the knowledge sharing and training happens in the virtual mode, limiting one’s scope to gauge information, ask questions and ultimately learn from the experiences of others. But, why fear when BHyve is here?

BHyve’s peer matchmaking algorithms are designed to help your employees find peers to learn and collaborate with. By studying user needs, preferences and compatibility scores, BHyve can identify learning pairs that would help the tutor and learner in their growth journey.

BHyve’s hero feature, Buzzbox, enables employees to get their queries answered from trustworthy colleagues. Consider it like a one on one collaboration, but better. Employees connect with one another to sharpen their understanding about a particular topic or work process. Through the question asked, the employee answering it gets a chance to revisit the work-flow and update any gaps identified in the process. This way, they not only supercharge their own learning, but also of their colleagues! 

The Feynman Technique is a uniquely effective method of maximising learning outcomes at your organisations and BHyve can help you materialize it in your workplace. BHyve’s user flows create a structure where knowledge sharing and feedback loops work on autopilot, and knowledge is broken down to its simplest and imparted in a way that the receiver doesn’t forget.

To make your organisation a true learning organisation, connect with us and schedule a demo of BHyve

If only Dory, the fish, had BHyve… Rewire your workplace learning to counter the forgetting curve.

If only Dory, the fish, had BHyve… Rewire your workplace learning to counter the forgetting curve.

Remember “Dory”, the forgetful fish, from the Disney movie “Finding Dory Imagine running a company full of Dorys. Are you already having a headache? Well, fret not. Ebbinghaus and BHyve know how to help you! 

Ebbinghaus who? How can he help me?

Ebbinghaus proposed the concept of the forgetting curve – the decrease in ability of the brain to retain memory over time back in 1885. 

 

Modern workplace research on the theory shows that 50% of newly learned information is lost within an hour. It adds up to 70% of it vanishing within 24 hours. Imagine if you forget half of a new song you started to write and to learn to play on the guitar. You’d probably never get to the chorus!

Just like Dory, your employees face the challenge of the forgetting curve. All the time, money and brainpower that you spend in learning something new will be good for nothing! The moment your employees learn something new, there needs to be revision, application and repetition of the knowledge. If not, any resources spent on training and development of employees go to waste. 

The best time to revisit a new piece of information is right after you experience it. For example, you attended an exciting salsa class over the weekend and left with your head full of new moves only to find that you can remember very little of it just a few hours later. Back to dancing with two left feet!   

Just like Adam Sandler from the movie 5o First Dates who persuades Drew Barrymore, the girl who forgets everything new that happens to her, to fall in love with her, BHyve is here for you!   

BHyve can help you design experiences where your employees share knowledge with their peers. Our advanced algorithms help employees discover and learn from subject matter experts on the go, ensuring teaching and learning is a constant experience. 

BHyve’s collaborative learning, will boost employee knowledge retention, and challenge the forgetting curve of your workforce. 

Teaching reinforces learning

Did you know that you retain 90% of what you learn by teaching others? While helping a colleague learn a particular skill, your employees revisit the basics too. Think of your coders, working on helping each other solve bugs, and getting hands on practice on their coding skills in the process. Now that’s a win-win for you!

Engaging & Personalized Learning

It’s always easier to remember things that have a message or meaning behind them. “P. Sherman, 42 Wallaby Way, Sydney” You must have heard Dory repeat these words over a thousand times in the movie! Despite her challenge remembering things, Dory does not fail to remember this address as it was the road to Finding Nemo, her family.    For your employees, building contextual learning, through live examples, case studies and success stories means employees understand the application of concepts. Personalised content that is tailored to your employees’ learning will ensure they are able to see the context, and retain it for longer.

Access knowledge anytime, anywhere

Running late for a meeting but need a quick review of last week’s notes? Access the documented knowledge anytime, anywhere. Using Post-its when attending a sales meeting for your company might seem easy but, documenting the information in an organized and logical sequence will help you review them later. When one employee makes an effort to document their learning experiences, others benefit from it too.   

Well, with the above tips Dory would have been much more productive and not running around aimlessly. Don’t be like Dory (except for her cuteness, of course)   We hope not but, probably an hour from now, you might forget about the forgetting curve which would be pretty sad!

Get in touch with us to avoid this at all costs, we got you!  

Book a demo session with BHyve to learn more. 

Don’t Worry. I got your Back! On having a Father Figure in the Workplace

Don’t Worry. I got your Back! On having a Father Figure in the Workplace

Don't worry. I got your Back - Fathers Day
“Do you want to sell toothpaste all your life?”

This question, and the moment after it, is one of the strongest memories I have in my life. In a lovely coffee shop on the corner of 23rd and 8th, reflecting on what I wanted to do with my life was the most significant turning point of my life. That was when I had the ultimate clarity about the direction I wanted to take my career in. That was when I knew I could never take that cushy marketing job and lead an ordinary life. And that’s because the person asking me the question had faith that I was meant to take up something more significant. He presented the possibilities of what I could be, the things I could do, the impact I could create. He pushed me away from comfort and familiarity, urging me to explore unknown waters and pursue a career in technology. A job that led me to build BHyve.

 

This person, James, is my mentor. A father figure who consciously and subconsciously groomed me to the place I am today. As we look at all the Father’s Day posts on social media, I’m compelled to think about the critical role mentors play, especially in workplaces, as father figures we look up to.

 

As young graduates passing out of college, we are all advised to seek mentors. We are asked to look for people who inspire us, challenge us, give us hope, direction and a safe environment to fail and learn. But how many of us are fortunate to find mentors that transform our careers at the right time? Mentoring at workplaces happens by chance. You’re lucky If you find someone who sees the spark of talent in you and is willing to put in the time and effort to groom it. Most workplaces are built to get the work done. Employee grooming and wellbeing is usually left to L&D managers and employees themselves.

 

“Ask for as many coffee meetings as possible. That’s how you will know people, and people will know you.” So I was told, in my first internship. Sounds completely foolproof.

 

But we all know the tremendous impact a suitable mentor can have on your career graph. In my personal experience, I have reached out to mentors at essential crossroads in my professional life and have gained from their thoughts and suggestions.

​ 

An experienced hand

Not through classrooms and textbooks, mentors are able to grow us through lived experiences. They can share their journey and pitfalls and make sure you don’t make those same mistakes. 

 

A looking glass

One of the prominent roles mentors play is being an unbiased lens that can help you reflect on your actions, realign priorities and keep you on track to success. They intervene at moments of doubt, confusion and provide much needed clarity.

 

Be your fallback option

One of the most crucial things my mentor told me was, “If you feel confident about a thing, go do it. If it succeeds, you would have earned it. If it fails, I still got your back”. This affirmation was vital to push me out of my comfort zone, get me to take certain calculated risks and know, and I would have a fallback.

 

Can you imagine the risk-taking and innovation a simple statement like this can unleash if every employee at your organisation had a mentor to back them!

 

Having a father figure at the workplace is a quintessential requirement for any young employee to thrive and reach their full potential. 

 

So today, on Father’s Day, we reflect on our needs at the workplace, our needs to get mentored, our needs to have a human safe place, an embodiment of someone who can demonstrate workplace fatherhood. And again, fatherhood in our context is gender independent.

 

Employees of young age have an impressionable mind, and guiding them through the tricky corporate waters is what a ‘Workplace Father’ can do! But that begs the question, ‘Why aren’t workplaces driving mentorship in their design? Why aren’t their structural practises to help young employees discover and connect with people who can help them grow? ‘

 

We want to ask this question this Father’s Day and provide BHyve as an argument to become a platform to give this mentorship. Not leave mentorship as an activity of chance, or even worse, a checkbox activity, but use BHyve to unleash the power of mentoring, guide the organisation’s young brains, and transform them into future leaders. Mentor them as fathers, groom them towards creating their own success stories.

 

Effective mentorship can also help retain this ever curious and ever-important talent and provides a significant pipeline of fresh new ideas to be cultivated. One of the founding philosophies of BHyve is to simulate these relationships of the workplace with the help of artificial intelligence.

 

To book a demo with our organisational psychologist to explore how you can use BHyve to launch a Mentor Network at your organisation, Log onto www. https://bhyve.io/