While an empowering organisational culture surely does drive employees and makes them loyal, companies with greater influence of promoters witness faster decision-making, which, in turn, motivates employees.
Companies have now become lenient and are asking employees to leave on time as the government is pushing for a healthy work culture.
The Group released an illuminating video this Father’s Day, highlighting its inclusive policies that encourage equal parenting.
Collaborative leadership is the way. It gives employees a seat at the leadership table and makes them partners in defining the vision and plan for their organisation.
From focussed efforts to improve upon diversity and inclusion, to working around the new cultural norms, Uber is driving change from all directions.
The cast of the video comprises Godrejites themselves communicating, in the most authentic manner, why they love where they work.
This food ordering and delivery company has got it right, in terms of having the right values in place and also ensuring that they cascade down well.
Inclusivity is an innate part of IBM’s organisational culture and is made possible by focussed groups led by diversity champions across functions.
The smartphones company has expanded its team at an extraordinary pace.
The digital ad series is a satirical take on common workplace issues—gender bias, cons of bureaucracy and lack of transparency.
Respect, fairness, camaraderie & equality amongst people are integral to work culture: Venkataramana B,...
The Landmark Group has launched an initiative to ensure its people are happy at work and see pride, positivity and a sense of purpose in their jobs.
According to CareerBuilder's Annual Valentine's Day Survey, love is not as much in the air at work, as it used to be earlier. Looks like cupid has gone on leave!
Fun at work is not just essential but an innate part of AMHI’s culture.
SutraHR has gone ahead and innovated with its workplace design, making it appear more like a cool lounge.
Experts opine that a biophilic design impacts productivity, creativity and collaboration.
From paid time off and annual gym credit to beer bashes and product discounts, Apple has everything to entice new joinees.
Following Dr. Oetker’s acquisition of Fun Foods in 2008, one of the biggest challenges was to bridge the gap between employer ambitions and employee expectations.
MY FM has a host of initiatives designed to make people feel cared for just as their families value them.
The Group is challenging conventional thinking to help people ‘rise’ and build a purpose-driven organisation.
Agile performance units excel at strategy and people-related practices, and are more stable and dynamic than bureaucratic units.
Forced presenteeism due to pressure to display discipline and performance may be counterproductive.
PSBs will soon begin operating as private banks, with lesser staff and focus on performance
Even small tweaks in workplace practices, can make a huge change in attracting more talent and keeping employees happy and engaged
The company realises the extreme importance of women as partners in the organisation’s journey of growth.
With earnings from its stalls, the company has funded education and upbringing of four underprivileged girls through Action Aid.
Project Saksham is about revisiting and re-defining the strategic imperatives for the organisation for the next five years.
Antony Jacob, CEO, Apollo Munich Health Insurance Company, shares how ‘Mission Customer’ has been a cultural transformation drive and how employees across the organisation see meaning in it.
People in the company always know how crucial they are to the success of the organisation and how they fit into the scheme of things.
Asian Paints is one home-grown company, which has nurtured and produced many leaders, for the industry and across sectors be it retail, FMCG or paints.
The company is extremely thoughtful and dedicated towards the inclusion of more women in the workplace, be it getting fresh talent or returning mothers.
The National Sickie Day falls on the first Monday of February every year and is infamous for the large number of people who call in sick and absent themselves from work.
The company’s open office at Mumbai embodies a new culture and enables co-creation of value through focus on innovation and collaboration.
This transformation was to affect not only the business but people as well. The HR team ensured that there was a new reward mechanism, a new talent acquisition model and also maintained the learning curve in the new environment.
The suicide of Matsuri Takahashi, 24, was recognised as a case of death from overwork, or karoshi.
The financial services company has been able to maintain zero attrition, while growing from a team of six to over 500.
It is the culture of an organisation that lends it an identity and makes it a winner.