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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.

Companies across the globe are now realising the difference between managers and leaders, and also looking at different ways to groom leaders.  

India lags behind in terms of opportunities, skills, equality of rights, and access to education and the Internet. 

Around 46 per cent of Indian employees demonstrated high level of engagement with their organisations, the survey conveyed. In comparison, at the APAC level, around 35 per cent of employees were found to be fully engaged, whereas globally, it was 34 per cent. 

A report by Towers Watson indicates that Indian companies are seeing a major gap between the amount they spend on employee benefits and the value they get in return.

This optimism implies that organisations will have to give in to the bargain or alter their policies, to retain and attract talent.

An Ernst & Young (EY) survey reveals thaat most companies have a callous approach towards the Act (sexual harassment of women at workplace)  without realising the penalty that comes along for defying the law. 

We have seen brands and companies perish or become history on failing to predict the future. Does this also hold true for talent hunt?

Nestle’s Maggi is undergoing a major crisis and the entire leadership is busy firefighting. However, an effective internal communication plan can be helpful in dousing the fire faster.

Personal commitments and search for greener pastures seem to be the main reasons for people ending their job contracts across the world.

A research to determine employees’ readiness to retire found that a surprisingly large number of the respondents look forward to their lives after retirement. Countries, such as India, Brazil and China have shown relatively higher rates of retirement readiness than others.

What is more effective — rewards or recognition? Each has its own advantages. HR Katha finds the right strategy to keep the workforce motivated.

A significant number of Indian companies are prepared to manage culture and engagement-related issues.

Organisations today are trying new methods to attract as well as retain talent. For instance, recently one of the large traditional Indian business conglomerates decided to go for a five-days-a-week because employees voted for it.

Despite the fact that Indian CXOs fail to gauge their employees’ needs, the Indian workforce is among the happiest lot in the world. SucessFactors, a SAP company, identifies these gaps.

Corporates today are more than willing to get back their former employees, who, in turn, are happy to rejoin. So, why is it that companies are willing to take back those who left for greener pastures?

Work-life balance is no longer a woman’s problem alone. The increasingly automated and brutal world of competition, finds both men and women struggling to find a balance between their professional and family commitments. But, are organisations indifferent to the needs of their workers?

Organisations today are grappling with job offer rejections which severely impact business. What are the factors responsible for candidates to turn down seemingly attractive jobs?