The Times of Canada April 2015

“People are not always looking for jobs in IT, Accounting, Retail etc. There are tons of other industries where people need help. This is where I identified how our company can be different, therefore executed the plan”. – KD Khairah

KD Khairah, the man behind Destinationone Consulting, comes across a simple man who has a clear vision for his company. He focuses on the ‘what, why and how’ of his business. Once you begin conversing with KD, you soon realize that he has chosen his path well. He founded Destinationone Consulting, in Canada, in 2013. Starting with a very small team, this year he is looking to grow the reach of his company manifold.

2015 is going to be landmark year for this new venture as the company looks to expand it’s operations in Canada and United States. The core goal for this year is to add more people to the Destinationone Consulting team.

KD’s tryst with destiny began in 2001. After graduating and working for a leading Fortune 500 company in India, KD stepped into the realm of staffing and recruitment. He relentlessly worked to expand the footprint of his dream company, Destinationone Consulting. During the course of time he established successful parent and sister companies that started to operate under various division names such as; Destinationone HR Services Pvt Ltd, The Executive Tracks, also known as, The Talent Tree Consulting Pvt Ltd & Hojojo Ventures Inc. Under the banner of Destinationone Consulting, he has successfully managed large teams and hired for top employers across the globe.

KD is passionate about helping others. Recruitment consultation means a lot to KD personally. It’s important to him to make a difference in the lives of employees, companies and their communities. When asked about his move to step into the recruitment industry in Canada, KD says, “Recruiting is the same, be it India or any other part of the world. Basics remain the same. I have always been passionate about helping people find their dream job. Having started Destinationone in India, a few of our first clients were American Fortune 500 companies. Since moving to Canada in 2012, I knew that I had to get back into my own industry which is recruiting.” Destinationone provides recruitment consultation in various industries. The company provides both contractual and permanent staffing solutions. Thorough recruitment processes include resume screening, phone/Skype interviews, face to face meetings, reference/criminal checks and when requested, personality assessments. Our goal in providing permanent and contract staffing solutions is to ensure our Client Companies meet with professional candidates, who ultimately become part of their growth story and contribute effectively to the mission and vision of the employer.

KD has faced difficult times during his entrepreneurial journey but he chose to learn from these experiences. With his solid business acumen and determination to succeed, he discovered how to get past those hurdles and move on with greater vigour and self-confidence. Besides helping skilled professionals move forward with their careers, KD and his Destinationone Consulting team participate in social service activities that help give back to the community.

Achieving success and staying motivated in this competitive, corporate world is not easy. KD believes in one simple mantra which is, “You are your best friend and your worst enemy”. He believes in setting his own boundaries. He has had his share of failures but he kept moving on with fortitude and today he has succeeded in establishing Destinationone Consulting as one of the most promising recruitment companies in the Lower Mainland. He says he worked hard to overcome the notion of self-doubt and limiting oneself and in doing so he transformed himself into a go-getter. KD truly believes that if one puts their heart and mind toward something, success is inevitable. Don’t let anyone ever pull you down. Chase your dreams!

3 truths about millennials that will change the way you manage them – Emily Disston

1. Asking “why?”

Picture this: Two direct reports — one a Gen Xer and the other a Millennial — meet with their boss. The boss introduces a project and gives few specifics. What happens next? In my experience, the Gen X employee says “yes” without questioning the manager’s decision process or the suggested approach (planning to figure it out as she goes). The recent grad, however, wants to understand “why” before getting to work, and a slew of questions ensue.

This contrast can make the Millennial look disrespectful or like a know-it-all. But that’s not the case. Pivotal events like Woodstock and the Student Nonviolent Coordinating Committee (SNCC), the Vietnam War, Civil Rights Movement, Sexual Revolution and the Cold War had profound effects on Millennials’ parents and fostered inquisitive children who were often asked for their opinion.

So what does this mean for you, the manager?

Often, the best approach is to contextualize your decisions — for all of your employees. For starters, you never know when they might have good suggestions or input. Moreover, clueing your employees into your decision-making will help them think through their own contributions and projects in light of the company’s bigger picture.

2. Envying startup culture

Traditional workplaces thrive on structure. Far fewer Boomers have come to me to discuss eagerness to move beyond their cubicles than some of their younger colleagues. I’ve found that pre-Millennial employees, while certainly daydreaming as much as any other generation of striking it rich and living a life of luxury, are relatively more at peace with high cubicle walls. Certainly, ping-pong tables, unlimited vacation days, and the option to set your own schedule are fairly recent additions to workplace culture.

When you think of Millennials, you might think “startups.” Beyond the free snacks and blue jeans, startups can be smaller, take an all-hands-on-deck approach, and allow people with less experience to experiment with more prestigious roles. Millennials don’t have to wait as long to be the director of a department and manage a team because the ladder is shorter, the learning curve is higher, and the achievement of status and impact is much faster. This enables staff to feel more impactful and see how they’re contributing to the company’s mission.

So what does this mean for you, the manager?

Do your employees have a stake in the company? Not the stock options kind of stake — though, that works, too — but I’d suggest empowering everyone. In my experience, Millennials want to own a project, run with it, and make a real, measurable difference.

3. Desiring feedback (early and often)

As a Millennial, I like to generate ideas, flesh out part of my plan, and then get feedback from my manager. It’s against my nature to do something methodically (and patiently!) and then present him with one final, polished product. Why? Because I desperately want to get feedback (OK, also praise), along the way for motivation — and so I can integrate that feedback into the final product.

I work best with this cycle of prototyping, getting feedback, and repeating. I like to work independently, but I also want to check in to make sure I’m on track.

So what does this mean for you, the manager?

My supervisor strikes a balance of managing collaboratively and granting autonomy. He knows I respond better to a coach than I do to a director. So, instead of telling your employees to “figure it out” and come back with a final product, consider building in additional sessions for brainstorming and feedback.

Today’s younger workers are here to stay. And if you can manage to tap into the Millennial talent market (which is massive, of course), your company will have a serious competitive advantage. If you’re willing to be flexible and supportive, you’ll be amazed at what your Millennial employees will achieve.