Walking away from certainty After 14 years at Sapient, Manika Awasthi had built credibility, strong relationships and a career that felt comfortable. She knew the business inside out, people knew her, and she could probably have stayed for many more…
The great reshuffling appears to be running out of steam. Globally, 24…
Licious is a food-tech company built around fresh meat and seafood, with…
A succession plan can identify the next leader. But can it tell…
Succession planning has traditionally been built around a reassuring assumption: organisations know…
Many HR professionals aspire to become chief human resources officers, but few…
The average global time-to-hire sits at 44 days. For most organisations, that…
For many months we have been hearing one reassuring line: AI will…
As artificial intelligence (AI) reshapes how work gets done, a quieter but…
When performance falls short, training is often the first prescription. Someone is not delivering. A team is struggling. A new capability is required. The instinctive organisational response is to identify a programme, put people through it and hope performance improves. But what if the problem…
When Shailesh Singh, Chief People Officer at Axis Max Life Insurance, talks about capability building, he does not begin with training programmes. He begins with culture. “If it is not consciously anchored,” he says, invoking a Rajiv Gandhi quote on corruption to make his point,…