Why Tech Mahindra Chief People Officer Richard Lobo swears by the 70/20/10 feedback rule

'Human at Work' advocates for micro-transformations as catalysts for macro change.

Amid the fast-and-furious rise of artificial intelligence (AI) in the workplace impacting how professionals perform at work, HR veteran Richard Lobo has dedicated his new book for employees and managers as a guide to tide over the ongoing disruptions. From tackling the fear of robots replacing humans to advice on rapid switching of jobs, the ‘Human At Work’ book has something for everyone on all workplace aspects.

“Based on my interactions with employees, students, and managers, I frequently receive questions about the future of work and effective management. Instead of exploring abstract concepts like advanced AI, this book focuses on everyday issues and actionable advice,” said Lobo, Chief People Officer at IT major Tech Mahindra, in an interview with Moneycontrol.

Edited excerpts:

What made you want to write a whole book on workplaces and the various aspects of work today?

While there is a lot of content, this book specifically addresses the practical questions that young professionals often have about their careers. Based on my interactions with employees, students, and managers, I frequently receive questions about the future of work and effective management. Instead of exploring abstract concepts like advanced AI, this book focuses on everyday issues and actionable advice.

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Further, it guides how to navigate common work challenges, improve your performance, build a long-term career, and collaborate effectively with others. The content has been shaped by contributions from many individuals who have posed these questions or suggested these topics. This practical and people-centred approach sets this book apart from others on similar subjects.

The book starts with the timely question of ‘robots taking over jobs’. How strong is your conviction that “the robot has come to a stage where it can take away some jobs” but humans will still be relevant?

Technology is transforming the job landscape all around us. Routine jobs that don’t require human intuition or creativity can now be performed by machines or automated systems. However, jobs that rely on human creativity, intuition, and problem-solving are less likely to be replaced by machines.

Instead, technology is taking over the more monotonous and standard tasks, allowing humans to focus on more engaging and innovative work. This has always been the pattern throughout history—machines handle repetitive tasks, and humans take on roles that require more complex skills.

I’m confident that while some jobs will disappear, they will be replaced by new, more fulfilling roles that we might not even envision today. Over the next five to ten years, we’ll likely see the emergence of jobs that are more enriching and aligned with our human strengths, making the future of work a positive evolution.

Can you please explain the ‘skill passport’ and how well India Inc is prepared to adopt it?

One of the main challenges in today’s job market is verifying an individual’s skill level. For instance, if you’re hiring a plumber, you want to know their expertise. While anyone can claim to be skilled, it’s hard to assess their true abilities without evidence.

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Imagine a "digital passport" that tracks and verifies skills over time. For example, if a plumber completes various jobs, their achievements could be recorded digitally. This would allow future employers to easily check their skill level based on objective data.

India has leapfrogged traditional stages of digital development, making significant strides in areas like airport processes and digital payments. India’s youth are exceptionally digitally savvy, giving the country an edge in embracing and advancing digital technologies. With high digital literacy and widespread cell phone penetration, India is well-positioned to leverage these advantages for continued growth and innovation.

You write in the book: “the team should have a rule that contacting colleagues after the defined team shutdown time should be rare…”. How practical is this concept of deep work in today’s time?

Today's workforce values the right to control their availability and boundaries. They don't want to be completely unreachable but prefer the freedom to decide when they are open to contact and when they are not. For example, recent legislation in Australia grants employees the right to disconnect, reflecting the desire of the new generation to manage their work-life balance effectively.

This approach is not about being constantly disconnected but about having the ability to set boundaries. Allowing periods of disconnection can reduce stress and enhance productivity and creativity.

What is your suggestion for managers for this?

Research shows that long hours in the office do not necessarily equate to hard work. As managers, we should focus on evaluating output and productivity rather than just the number of hours worked. It’s important to assess what employees accomplish instead of how late they stay at the office. Shifting from measuring presence to measuring performance and the value of the work is crucial for better management and productivity.

What is the role of feedback in manager-subordinate relationships and how does the ‘70:20:10’ rule help in the same?

Managers vary widely in their effectiveness and how much they are liked by their teams. This book aims to share successful strategies from great managers with others.

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One key concept is the 70/20/10 feedback rule. This rule advises that major feedback, which requires significant rework, should be given early in a project. Minor feedback, needing less rework, can be given later. For example, if feedback is provided after a movie is fully shot, major changes are much harder to implement.

However, if feedback is given early in the process, adjustments are easier and less disruptive. The idea is to provide structural feedback at the start and final feedback towards the end to enhance productivity. This simple concept can greatly improve how feedback is managed.

In the age of rapid job switching, how well does the statement: “people who work with a long-term plan usually end up having a more satisfactory career” fit in? Please share your suggestions for youngsters on developing a career plan.

Many people reach a career plateau when they focus only on immediate work outputs, such as job titles or salaries, without developing their skills. Successful, long-term careers involve continuously building personal skills alongside professional achievements.

Instead of only considering external factors like designation or pay, it’s crucial to assess the value you’re gaining from your role. If you find that your job no longer helps you grow or add value, it might be time to consider a change. However, make these decisions based on what’s meaningful to you personally, rather than external pressures or opinions.

Planning for long-term career growth means balancing both skill development and job satisfaction.

You recently had a roller coaster ride, from working in a legacy company to joining a beleaguered startup for a brief period, before again joining a legacy company. Any learnings from your experiences?

I’m grateful for my long tenure at three great companies: Infosys, Godrej, and Mahindra. Working with these organisations provided me with invaluable learning experiences.

During my startup experiment, I aimed to engage with India's startup ecosystem and explore various new ventures. I had the time to do this and also used it to write my book. This period proved beneficial, as the learning from my experiences at these workplaces greatly exceeded what I contributed.

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For instance, joining Infosys when it was a small company and witnessing its growth was an incredible learning experience. At Godrej, a company with a century-old heritage, I gained unique insights. Currently, I’m with a company that has a history dating back to before India’s independence.

These experiences taught me the importance of long-term focus, creating value for clients, ethical business practices, and treating employees well. I am grateful for these opportunities and have incorporated these lessons into my work and book.