Swati Sengupta

Swati Sengupta

Bengaluru, Karnataka, India
8K followers 500+ connections

About

As an experienced freelance consultant, writer and collaborator, I specialize in crafting…

Articles by Swati

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Contributions

Activity

Experience

  • CAIO Network Graphic
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    Kolkata Area, India

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    Pune Area, India

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    Pune Area, India

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Education

Licenses & Certifications

Volunteer Experience

  • Trainer

    Youth Employability Program

Publications

  • The Malady of Mediocrity

    Journal of Organizational Change Management

  • The Titleless Leader

    The Journal of Organizational Change Management - May 2022

  • The 10th Apple Effect: 3 Lessons for Leaders and HR Managers

    Human Capital Online

    The Law of Diminishing Marginal Utility — or the 10th Apple Effect — has significant ramifications for leaders and HR managers. By understanding this law, leaders can address their business predicaments and proactively plan and make appropriate outcome friendly decisions.

    See publication
  • Case Study: Preparing Managers for Difficult Conversations: The Need for Training Interventions

    Indian Journal of Training & Development Volume 50 No. 1&2 January - June, 2020

    One of the toughest calls that managers need to take in the corporate world is of letting people go
    or "downsizing". Indeed, if there is one colour that employees dread, it is the colour Pink. So intense
    is the after-effect of issuance of these "Pink slips" - the term that organizations worldwide use for
    termination notices - that employees today refer to themselves as the Pink Slip Generation.
    More often than not, the decision to let go of employees in large numbers has to do…

    One of the toughest calls that managers need to take in the corporate world is of letting people go
    or "downsizing". Indeed, if there is one colour that employees dread, it is the colour Pink. So intense
    is the after-effect of issuance of these "Pink slips" - the term that organizations worldwide use for
    termination notices - that employees today refer to themselves as the Pink Slip Generation.
    More often than not, the decision to let go of employees in large numbers has to do with
    business strategy, organizational performance and market conditions. Every time the world has seen
    an economic downturn, it has been followed by large scale reduction in workforces. Much as the
    effects of such actions is cataclysmic for the affected staff member, it is nonetheless perceived
    by employees as less severe than a dismissal on account of poor performance. At least one can
    blame organizational performance – or lack thereof – for such decisions! Layoffs have become
    so commonplace now, that people feel very comfortable citing the real reason of their
    unemployment with their prospective employers in job interviews.

    How do managers and leaders in organizations have effective conversations with those who are being laid off? Indeed, how can organizations prepare such leaders to have difficult conversations?

    See publication

Courses

  • Business / Corporate Writing

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  • Communicating with Social and Emerging Media

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  • Cross Cultural Communication

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  • Leadership and Capacity Building

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  • Marketing Management

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Projects

  • My Experiments with Colour.

    - Present

Honors & Awards

  • Gold Medalist

    Indian Institute of Management Calcutta

  • Gold Medalist - PGCGM (executive MBA)

    Indian Institute of Management Calcutta

Languages

  • English

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  • German

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  • English

    Native or bilingual proficiency

  • বাংলা

    Native or bilingual proficiency

  • বাংলা

    Native or bilingual proficiency

  • Hindi

    Native or bilingual proficiency

  • German

    Elementary proficiency

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