HRKatha’s Case-in-Point presents real-world HR dilemmas and invites leaders to weigh competing business and ethical choices. Company: Forge & Allied Manufacturing (fictitious), a mid-sized engineering and manufacturing company with 3,800 employees, producing precision components and assemblies for the automotive, heavy…
Organisations have become increasingly fluent in the language of culture, inclusion and…
As organisations embrace continuous feedback, HR leaders explain why annual reviews still…
Consider two employees beginning their careers. One joins a technology company as…
Ask employees what gets them through a long working day and the…
Pacific Inter-Link (PIL), a Malaysia-based international business group with interests in edible…
Organisations rarely allow their business performance to go unexamined. Revenue, costs, growth targets and operational efficiency are reviewed at regular intervals. Yet one factor that can determine whether those ambitions are realised often receives far less…
Recruitment has always been a people business. Increasingly, it is also a…
A product manager from a business-critical team resigns, creating an urgent vacancy.…
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…
Amazon faces mounting challenges in New York as proposed legislation could force the closure of warehouses, raising delivery times and costs. A company funded…
A Bengaluru court has ruled that companies cannot use confidentiality clauses to prevent former employees from joining rival firms. The case involved EOX Vantage,…
Change management was built around a reassuring assumption: change would eventually end. There was a beginning, a period of disruption and, finally, a new normal. Rajita Singh, chief people officer – India & global delivery HR leader, Kyndryl believes that assumption no longer holds. “Change…
Newgen Software has plenty of talented people. For its global CHRO Kashish Kapoor, that does not necessarily settle the talent question. When Kapoor joined the company, she found what she describes as a huge pool of talent. The harder question was whether the capabilities Newgen…
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,…
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