Lessons learnt early Early in her career, Jeyamalini Natesan had the opportunity to work directly with MDs and CEOs. The exposure gave her an early understanding of business strategy and, more importantly, showed her how HR could move beyond being…
Raymond is not one kind of company. Its workforce stretches across manufacturing…
Longevity used to be an uncomplicated corporate asset. Stay long enough and…
What does ‘bot sitting’ mean? Bot sitting is the informal term for…
For years, the employer-branding playbook was fairly predictable: competitive salaries, good benefits,…
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,…