The workplace today has vast generational differences, often leading to conflicting opinions and rough situations. Here is how one can make the environment more conducive and collaborative.
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Deciphering the latest trends and insights from the entire gamut of employer-employee relationship and presenting a true picture of what’s happening in the people space. Ponder over causes that affects every employer and employee
Around 29 per cent of the respondents rated the size of the company as the most important factor while joining or switching companies, whereas 27 per cent felt career prospects was the topmost priority.
At the Toyota Kirloskar Motors Gurukul, raw talent undergoes structured training to become job ready and emerge as specialist skilled workers.
While hiring volume has remained stagnant, the budget for recruiting solutions has dropped, leading talent acquisition officers to rely on employee referrals and employee retention.
Mid- and senior-level employees at startups are lured by MNCs with better salaries, bigger brand tags and job security.
Increasing workforce participation of older workers is considered to be good for the economy as well as individuals.
Pharma will be biggest gainer with expected average salary hike of 12.1 per cent.
India’s employee health benefit programmes include dependents, which makes them stand apart from other countries’ benefits in the Asia Pacific region
It’s not just about designation and importance within organisations. Indian HR leaders have also showcased their advanced outlook towards critical issues.
India Inc. needs to address the systemic, culturally ingrained issues affecting women’s workplace experiences and career trajectories in order to be fully inclusive.
This makes the role of HR questionable, as maintaining parity and ensuring justice are among its core jobs.
While teachers from higher education institutes opined that 64 per cent of their students were incompetent for employment , school teachers felt only 48 per cent were unemployable.
An internal study reflected a gap in terms of deliveries, as the retail environment required leaders capable of working effectively across organisational lines and also contributing to customers and colleagues.
Around 39 per cent and 26 per cent of respondents participating in a survey, from consumer and services sectors, respectively, opined that their respective companies was best defined as ‘performance oriented’.
According to a study by Nielsen, commissioned by PNB Metlife Insurance, there is a significant gap in the degree of loyalty towards each other, as perceived by employers and employees.
Out of the total occurrences of discrepancies, a huge chunk of them have occurred in the employment component, followed by the address and education components.
In the last one week, three of India’s largest corporate houses have appointed a non-HR executive to lead the human resources function. What works best — a non-functionally trained CHRO or a functionally trained HR leader? The debate is on.
We often hear stories about how star developers in the Silicon Valley hire agents to sell their skills. It is said that the world bends over backwards to hire star developers from the Silicon Valley, and that they are a special lot. Has the industry transformed into one where talent calls the shots or are organisations just playing a smart game of making them believe so?
CEOs should take a holistic look at their talent pool and develop programmes to grow their talent to meet future requirements.
Never in history has the human brain been asked to track so many data points. This overloading of the brain’s circuits is the primary reason that smart people are underperforming at work. We’re simply expecting more of our brains than they have the energy to handle.
According to a survey, around 69 per cent and 53 per cent of hiring managers face difficulties in finding the right talent for mid-level and senior management levels respectively.
HR is at the epicentre of the changes that are sweeping across the business environment, globally.
Better designed workspaces can enhance productivity, creativity, innovation and engagement.
A performance management system will be effective only if the senior management derives the goal, aligns the managers with it and subsequently cascades it to the lower levels
According to JobBuzz, 57 per cent employees in metros and 43 per cent in small cities, spend more than an hour commuting to work daily.
An organisational culture cannot be imposed on the workforce; it has to be built mutually by the employers and the employees.