Expert's Desk

As the new year starts knocking on the door, there will be predictions galore. So, here is what Abhijit Bhaduri thinks could be the future of learning for each sun sign. Pun Intended, just read and enjoy!

The Cricket World Cup has thrown up some very interesting stimuli when it comes to leadership role models for bosses.

An analysis, on upcoming challenges in ‘Strategic People Management’ which people leaders will have to gear for this year.

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.

While careers are planned for some, for others it is circumstantial.

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.

Downsizing may seem to be productive in the short term, but it fails to give sustainable benefits in the long run.

Ironically, the more we know of employees and their longevity in an enterprise there is a greater probability of those employees being short changed in terms of rewards and remuneration – the Known Devil Syndrome!

Extra effort and different managerial competencies are required to connect with employees remotely.

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.

Interns can use the internship period to study the organisation just as the organisation studies them.

HR Analytics is the most challenging among different types of analytics as it involves both the hard and the soft data points.

Digitisation has emerged as a key disruptor and game-changer, with enterprises leveraging the integration of big data, cloud computing and mobile, and smart technology becoming a key business priority. 

A blog by a former Apple employee forces one to question the work culture in today’s organisations.

Each individual works to satisfy his own need, greed and ego. Each person plays a role in the company’s fitness and has to be paid for his contribution to the same, proportionately. 

Ironically, the less we know about potential hires and their propensity to contribute to an enterprise, there is a greater probability of them being incentivised in terms of rewards, remuneration and compensation!

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.

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?

It is important to build a charming professional culture in an organisation. Professionalism is nothing but swimming in tandem with the natural rhythm of ‘cause and effect’.

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.

Many IR managers feel that these manipulations are necessary to manage people in varied situations, with varying needs, egos and greed. But it is absurd to believe that such manipulations and negativity can yield positive results.

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.

It is developing an engaged, agile and flexible workforce by making use of data to obtain valuable insights on the employees.

There are ways to reduce the growing menace at work - cyberloafing - other than relying solely on the employees’ self-control.