Author: Radhika Sharma | HRKatha

When storm clouds gather around an aircraft, a pilot must act swiftly: land immediately, change course, or press on through the tempest. Each choice carries risk, yet indecision could prove catastrophic. For corporate leaders, such moments of high-stakes decision-making have become routine—yet many find themselves frozen at the controls, paralysed by the weight of consequence and complexity. Decision paralysis, the inability to act due to fear, uncertainty or information overload, has emerged as a critical challenge in modern organisations. The phenomenon has become particularly acute in an era where data proliferates but clarity remains elusive. The paradox, as Rajeev Singh,…

Read More

In boardrooms from San Francisco to Bengaluru, a troubling practice is gaining ground. Companies, faced with the need to trim their workforce, are increasingly reaching for a convenient euphemism: ‘underperformance’. Rather than acknowledging business challenges or strategic pivots, they’re choosing to badge redundancies as performance failures, leaving employees not just jobless but branded as inadequate. “Terminating an employee is like performing the last rituals for a departed soul—it must be done with grace and respect”, observes Rishav Dev, head, talent acquisition, Century Plywoods. Yet grace and respect are often the first casualties in this corporate sleight of hand. The practice,…

Read More

In India’s sprawling tier-2 and tier-3 cities, where financial literacy meets aspiration, IIFL Home Finance is quietly revolutionising how it trains its sales force. Long before “digital transformation” became corporate gospel, the company recognised a fundamental truth: traditional classroom training would never scale across its vast network of ambitious but geographically dispersed sales professionals. The challenge was formidable. In an industry where financial products evolve rapidly, regulations shift like quicksand, and customer expectations continuously rise, maintaining a well-trained sales force is no mere HR exercise—it’s a survival imperative. IIFL’s solution? A bold departure from conventional wisdom, embracing digital learning before…

Read More

Once the cornerstone of corporate policies, diversity, equity, and inclusion (DEI) initiatives are now under scrutiny. Recent decisions by global giants such as Accenture and Google to scale back DEI-focused programmes and hiring targets have ignited a larger debate: is DEI a long-term business imperative, or is it succumbing to legal and political pressures? These developments underscore a shift in corporate priorities. While legal challenges and socio-political climates play a role, the fundamental principles of inclusivity and equity remain essential for fostering sustainable workplace cultures. The question is, how can organisations maintain meaningful DEI commitments while adapting to changing circumstances?…

Read More

Imagine a seasoned captain navigating a ship through treacherous waters. Now, picture the same captain refusing to let the crew hoist the sails, chart a course, or steer in their absence. What happens if the captain falls ill or is forced to step away? The ship drifts aimlessly, caught in the currents because no one else was ever empowered to take control. This is the predicament many leaders find themselves in. They desire high-performing teams but struggle to relinquish control, resulting in dependency and stagnation. This maritime metaphor aptly describes a crisis quietly unfolding in boardrooms across India: leaders who…

Read More

The notion of seeking career advice from a machine might have seemed absurd a decade ago. Yet today, as artificial intelligence reshapes industries, it is increasingly positioning itself as humanity’s professional confidant. Jensen Huang, chief executive of Nvidia, champions this evolution with characteristic enthusiasm. “The effort of drudgery basically goes to zero,” he declared in a recent interview, likening AI to a “personal tutor” that could help professionals become “superhuman”. But as AI-powered career coaching tools proliferate, a more nuanced question emerges: will this digital mentorship sharpen human potential, or merely create a generation of professionals unable to navigate career…

Read More

The most dangerous leadership crisis may be the one that makes no sound at all. Across India’s corporate landscape, a peculiar phenomenon is taking root: executives are present in body but absent in spirit. They attend meetings without inspiring, make decisions without innovating, and hold authority without wielding it effectively. This subtle form of disengagement, dubbed “leadership quiet quitting”, threatens to undermine corporate India’s ambitious growth trajectory just as the country positions itself as a global economic powerhouse. The causes of this malaise are as complex as they are concerning. “Prosperity brings choices,” observes Shailesh Singh, chief people officer, Max…

Read More

Whether an employee-engagement framework should be rational or emotional is a topic of significant debate in contemporary workplaces. Some argue that a rational approach, focused on logical reasoning and objective measures, is essential for effective management and productivity. On the other hand, proponents of the emotional approach emphasise the importance of creating a positive and meaningful work environment, where employees feel a deep sense of connection and fulfilment. By considering the merits of each approach and exploring their potential integration, organisations can cultivate a workforce that is not only productive and efficient, but also satisfied and engaged. Ravi Kumar,…

Read More

India’s latest budget marks an ambitious attempt to modernise its vast workforce. The financial blueprint for 2025-26, unveiled by Finance Minister Nirmala Sitharaman, places unprecedented emphasis on human capital development—from expanding medical education to extending social security to gig workers. At its core lies a calculated bet: that investing in skills and worker welfare will cement India’s position as a global economic powerhouse. The centrepiece of this transformation is a muscular push towards workforce development. Five new National Centres of Excellence for Skilling will focus on emerging fields such as climate technology and artificial intelligence. “Human capital remains the cornerstone…

Read More

Once reserved for describing hazardous chemicals or genuinely abusive behaviour, the word ‘toxic’ has become corporate life’s most inflated currency. Today, it is casually deployed to describe everything from constructive criticism to dress codes. This linguistic mission creep not only dilutes the term’s power to flag genuine workplace harm but also provides a convenient escape hatch from professional accountability. The feedback fallacy “If there is a non-alignment between a boss and a subordinate, the subordinate may term the experience as toxic,” observes Kamlesh Dangi, group head-HR, InCred. “All human beings have biases, but toxicity should be reserved for multiple occurrences…

Read More

Picture an art gallery hiring painters based solely on their ability to follow a paint-by-numbers template, or an athletics team selecting sprinters through written examinations. Absurd as these scenarios sound, they mirror how many corporations assess talent today. The result? A recruiting process that systematically drives away the very people companies most wish to hire. The context conundrum The problem begins with context—or rather, the lack of it. “Every role has a single job description, a single skill set requirement, and a single assessment process. However, the context in which a role is performed greatly impacts success,” explains Satyajit Mohanty,…

Read More

In the heart of India’s industrial belt, an unusual experiment in corporate hiring is unfolding. Trident Group, one of the country’s largest textile manufacturers, has embarked on what it calls the ‘Karamyogi Recruitment Drive’—an initiative that sounds more like a social movement than a hiring spree. The company aims to recruit 3,000 workers across its facilities in Madhya Pradesh and Punjab, but with a twist: it is deliberately targeting women and former athletes, particularly from India’s oft-overlooked tier-2 and tier-3 cities. At first glance, this might seem like standard corporate social responsibility fare. Yet beneath the surface lies a shrewder…

Read More

Gen Z is staging a quiet rebellion in corporate corridors. A recent British study reveals that 52 per cent of professionals born between the mid-1990s and early 2010s actively avoid middle-management positions, with 69 per cent prioritising personal growth and autonomy over traditional career advancement. Far from a fleeting trend, this shift reflects a fundamental rethinking of workplace hierarchy, leadership, and success. The traditional middle manager—caught between executing top-down directives and managing teams—has long been corporate life’s equivalent of a Victorian butler: essential yet perpetually squeezed. Now, with over two-thirds of Gen Z citing high stress and meagre rewards, these…

Read More

Picture a modern office, its walls adorned with carefully crafted value statements and mission declarations. Yet beneath these polished surfaces lies a fundamental truth: organisational culture isn’t built through posters and policies alone. It thrives—or withers—in the shadow of leadership behaviour. “Culture is not something that can be outsourced,” asserts Atul Mathur, EVP & head -learning and development, Aditya Birla Capital. He’s addressing a common misconception in corporate corridors—that cultural transformation can be delegated entirely to HR departments. The reality is more nuanced. While human resources plays a critical role in enabling culture, the responsibility for defining and living it…

Read More

At Eaton’s India office, a group of women professionals gather for their weekly mentoring session. These aren’t typical corporate employees—they’re participants in ‘Relaunch’, a programme that’s redefining how companies approach career breaks. Their stories reflect a common narrative: accomplished professionals who stepped away from their careers for family or caregiving, only to find the path back strewn with obstacles. “When we looked at gender diversity, we noticed a significant loss of talent due to life-stage transitions,” says Ashish Kapoor, director – HR, Eaton. “Relaunch was our way of addressing this opportunity, creating pathways to re-engage experienced professionals and enrich our…

Read More

Ashok Leyland has pioneered a holistic talent development approach that recognises human potential as the most critical driver of organisational growth and innovation. Raja Radhakrishnan, president and head – HR, Ashok Leyland encapsulates the company’s vision: “In a world where change is the only constant, our commitment to building a future-ready workforce ensures that we remain at the forefront of the commercial vehicle industry.” The company’s talent management strategy is distinguished by its sophisticated, three-dimensional methodology that systematically addresses skill gaps across individual, departmental, and organisational levels. This approach goes far beyond traditional human resources practices, creating a dynamic ecosystem…

Read More

In a remarkable step toward inclusivity and empowerment, Kamat Hotels (India) has partnered with the Department of Social Security and Empowerment of Persons with Disabilities, Government of Odisha, to induct eight students with hearing and speech impairment into its workforce. The new employees will join IRA by Orchid Hotels Bhubaneswar, part of Kamat Group’s Orchid Hotels brand, Lotus Resort Konark, and Mahodadhi Palace Puri. The induction event was held at the Development Commissioner’s Office. This initiative reflects Kamat Hotels’ commitment to creating opportunities for individuals from diverse backgrounds. Furthermore, it aligns with the company’s dedication to inclusivity and social responsibility.…

Read More

In the evolving landscape of corporate advancement, a revolutionary approach is quietly transforming how talent is discovered, nurtured, and propelled forward. Employee-driven promotions are dismantling traditional hierarchical structures, replacing them with a collaborative model where workers actively participate in their professional evolution. For decades, career progression has been a ritualistic top-down process: managers deliberate behind closed doors, assessing performance, and determining an employee’s future. Now, forward-thinking organisations are fundamentally reimagining this paradigm, empowering employees to become active architects of their professional journeys. Ravi Kumar, senior president and chief people officer, Page Industries, is at the forefront of this transformation. “Promotion…

Read More

Picture a meeting room: a junior employee presents an innovative solution, only to be dismissed—not for the merit of her idea, but for sounding ‘too aggressive’ or ‘not respectful enough’. This practice, known as tone policing, has become a subtle but powerful force shaping Indian workplace dynamics, particularly affecting those whose voices organisations most need to hear. In India’s corporate corridors, where hierarchy often dictates discourse, tone policing manifests uniquely. It might surface when a young manager from the east is told to ‘work on their accent’, or when a woman technologist’s urgent project concerns are dismissed as ‘too emotional’.…

Read More

In the antiseptic world of corporate culture, where mission statements often ring hollow and values gather dust in employee handbooks, REA India is attempting something rather different. The property technology company, which owns Housing.com and PropTiger.com, has built its employer value proposition (EVP) around a disarmingly simple concept: “Come Home.” This is more than mere marketing. At REA India, part of a global digital property group with over 1,600 employees, the home metaphor permeates every aspect of corporate life. “Our EVP reflects a deep sense of belonging and trust,” explains Rohit Hasteer, the company’s chief human resources officer. “It’s about…

Read More

In an era where artificial intelligence promises to revolutionise everything from chat to computer code, job seekers are increasingly turning to AI to craft their applications. LinkedIn, the professional networking behemoth, now offers AI-powered tools to polish résumés and compose cover letters. Yet this technological aid may be doing candidates more harm than good—creating a paradox where tools designed to give applicants an edge are actually blunting their competitive advantage. The contradiction is striking: tools designed to personalise applications are making them more generic. Hiring managers, battle-hardened by floods of applications, can spot AI-generated prose at fifty paces. “While this…

Read More

Picture this: A resignation letter lands on a manager’s desk. Instead of the usual polite formalities, it contains a scathing critique of company culture, strategically timed to disrupt a major project. This isn’t just another employee departure—it’s revenge quitting, a phenomenon that’s reshaping workplace power dynamics in ways that should concern corner offices everywhere. Unlike its cousins—the impulsive rage quit or the passive quiet quit—revenge quitting is calculated warfare. It’s the corporate equivalent of a carefully staged protest, where the timing and manner of departure are weapons wielded to inflict maximum impact. And it’s becoming increasingly common in an era…

Read More

The modern workplace has developed a peculiar obsession with purpose. Not content with merely earning a living, employees are increasingly expected to find profound meaning, create world-changing impact, and achieve something extraordinary in their careers. Corporate mission statements trumpet transformative ambitions, while job advertisements promise the chance to ‘make a difference’ or ‘change the world’. But this fixation with what human resource experts call the ‘Big P’—career purpose writ large—may be creating more problems than it solves. “When employees feel pressured to find a grand purpose in their work, it leads to stress, burnout and reduced job satisfaction,” observes Sharad…

Read More

In the competitive world of hospitality, where staff turnover often resembles a revolving door, IHG Hotels & Resorts has achieved something remarkable: 25 per cent of its departed employees eventually return to the fold. This ‘boomerang’ effect, rare in any industry but particularly so in hotels, hints at something unusual brewing in the company’s human resources strategy. The secret, it seems, lies not in the usual hospitality industry perks but in what might be called strategic talent cultivation. “IHG’s promise is not about providing jobs but about creating meaningful careers,” says Deepali Bhardwaj, regional HR director, South West Asia, IHG…

Read More

When SN Subrahmanyan, chairman of Larsen & Toubro (L&T), suggested that employees should work 90-hour weeks and give up their Sundays, he likely didn’t expect to ignite a firestorm. His remarks—including an ill-conceived quip about “staring at your wife”—came shortly after Infosys co-founder Narayana Murthy’s controversial call for 70-hour workweeks. Together, these proclamations from two of India’s most prominent business figures have exposed a growing schism between traditional corporate leadership and modern workplace expectations. The backlash has been both swift and severe. “It makes the workplace sound toxic,” says Raj Nayak, managing director, House of Cheer Network. “Leaders need to…

Read More

Unlimited vacations! Sounds like a dream, doesn’t it? When Netflix introduced an unlimited vacation policy, the idea seemed revolutionary. By removing the traditional cap on vacation days, the company aimed to enhance employee well-being and boost productivity through rest. Yet, the result was far from what was expected: employees avoided taking time off altogether! Without a mandatory vacation framework, an implicit pressure emerged to keep working, as employees feared being perceived as less committed. This unintended consequence highlighted a critical flaw in the policy: flexibility without structure often leads to confusion and counterproductivity. To address this, Netflix adopted an ingenious…

Read More