Interns can use the internship period to study the organisation just as the organisation studies them.
Industry leaders share their perspectives on a case that involves glitches in the employee referral process.
At the heart of people engagement is a feeling of accomplishment that employees carry; an enhanced sense of self and of being a productive contributor to the organisation.
Customer expectations for how they will interact with their insurers are also on a constant rise. This makes it critical to evaluate and tackle the associated human capital challenges.
Approaches that will change the way we look at the interventions in terms of cultural relevance, functional expertise and competency building.
Any right can only be demanded in return for duty, and that has to be understood by the employees as well as the management.
Abhijit Bhaduri, chief learning officer, Wipro, in a conversation with George Anders, popular American business journalist and author of four books, on why a qualification in liberal arts is gaining importance in the corporate world, especially in IT companies.
Mindfulness is emerging as a high interest area in companies worldwide as a way to encourage employees and managers to be more balanced and productive at work.
The prime vested interest of company executives is to rule at will – egocentrism. However, the vested interest of the union leaders is to satisfy their social and self-esteem needs. These are the raw motives, to overcome which and to develop behavioural compatibility between both the agencies, two measures need to be established—a defined transactional system, and constant interpersonal communication.
Mobile services have been around in India for 20 years. What they have done to the country is nothing less than transformational. The network effect on India’s social and economic fabric is immeasurable. Its impact on personal living styles and family relationships is intense. And there is more to come! The future is going to be very different. For employees in this sector, it will all be about ‘jobs never done before. Here is a parallel drawn between telecom and startups.
New technologies, data analytics and social networks are expected to have a deeper impact on how people communicate, collaborate and work. Are organisations prepared for the new workplace?
The infrastructure industry is ready for a boom—both from the government policy front, and due to heavy investment from the private sector. But where is the talent in India to execute these projects?
Enhanced security concerns across the world in response to terror; a possible slowdown in growth economies as well as subdued oil prices will all have a role to play in how business is shaped this year. This will have a deep impact on the amount of leverage the people function will have.
Traditional, copybook HR practices are fast outliving their relevance and some of the HR beliefs and practices need to be shunned this year.
Last year, performance management had to adapt to dramatically changed worldviews. It is expected that many such HR concepts will come under scanner this year. Read to find out more.
An analysis, on upcoming challenges in ‘Strategic People Management’ which people leaders will have to gear for this year.
As the end of the year 2015 approaches, it is time to think of the HR disruptions and innovations one is likely to see in 2016, and beyond. One may not have the perfect handle of all changes happening but directionally these are some of the likely occurrences.
Let us creatively appreciate the highlights and take a guess whether this additional cost will create gross national value on the hypothesis: 'happy, engaged and motivated employees co-create better yield'!
HRKatha gains exclusive insight into the perspectives of industry leaders, on the 7th Pay Commission. Rajesh Padmanabhan talks about how it could affect the Government workspace, consumerism and talent acquisition.
Industry leaders share their perspectives on the 7th Pay Commission exclusively with HRKatha readers. Prabir Jha candidly dissects the recommendations and dwells on its flip side.
When Darwin explored ‘survival of fittest’, the ‘emotional intelligence’ was not a developed subject in the new-world. Now, we are very successfully dodging the growth fitness with our hypocrisy.
IR managers need to align workers and their leaders to productive co-existence at all the levels of Maslow’s hierarchy of needs.
The percentage of suicides in the working population is increasing at a disturbing rate. Data reveals that there is an incidence of self-killing every 40 seconds.
Change is difficult, but not as difficult as we tend to make it. There is a process — too complex to summarise fairly in eight lines — so consider this merely the tip, of the tip, of the iceberg.
It is said that the job belongs to the company, but the career path belongs to the individual. But the career development efforts of organisations can help their employees find a direction to their careers.
Unlike common perception, many leaders at the highest level of management actually lack the basic guts to speak up for what is right against their bosses. Just that their designation happens to be CFO, COO, CHRO, VP, Senior V-P or President not withstanding. It's a social trap that they have inextricably locked themselves into and lost the integrity to speak up when there is a need to do so.