Tag: Ganesh Chandan

At times, leaders do need a title

It is said that leadership is an attitude, not a title. Not every boss is a leader and vice versa. At times, however, we...

The Great HR Debate: When the dust settles, which organisations will...

Evaluation of trends and data show that India is on a recovery trajectory in terms of the number of new cases. An analysis of...

Cultural transposition: Why organisations should also adapt to people’s style

When new talent is acquired by any organisation, helping the new recruits become familiar with the existing culture, behaviour, environment and operational methodology of...

How cultural changes will ensure success for the new hybrid work...

Microsoft Teams handles about 200 million meeting participants each day, that is, a whopping 4.1 billion minutes of meetings! This data points to a...

What is so negative about active job seekers?

A general perception hovers around active job seekers in the job market— that they may end up as bad hires for a company. Why?...

Ganesh Chandan joins Tata Projects as CHRO

Chandan moved from Greaves Cotton, where he was CHRO and has now been replaced by Shiraj Chakraborty.

How rudeness in the workplace hampers productivity and performance

Witnessing morning rudeness may adversely impact performance and goal progress.

How to face the job market after being fired

Interviewers don’t go easy on candidates who carry the ‘fired’ tag. Here are tips from CHROs on how to face the storm.

How and when ‘Industrial Relations’ transformed into ‘Human Resources’

From a labour-focussed function, to a more talent-management one, the human resources function has undergone massive transformation since its inception about two decades back. HRKatha traces this journey.  

Is HR made to do the dirty job?

Be it negotiating salaries during hiring, to bring down employee cost for the organisation, or disclosing the management’s decision to let go of people, HR always ends up having to do the dirty job. On the one hand there is the management that requires HR to execute a certain task beneficial to the organisation, and on the other, there are those people whose careers are at stake—a catch 22 situation for HR. It is left to HR to decide whether they should balance out the situation or get their hands dirty, by blindly following the management’s orders.

THC 2.0: Workplace safety not merely about compliance, but vital to...

IR experts from across industries discuss how safety at work deeply impacts employees’ motivation and productivity.

Ganesh Chandan hops on to Greaves Cotton as CHRO from Suzlon

As part of the leadership team, Chandan will play a crucial role growth and transformation story at Greaves Cotton.

Ganesh Chandan joins Suzlon as president & CHRO

Chandan moves in from Avantha ERGO Life Insurance, where he was CHRO and head administration. This will be his second stint with a power company.

Latest

Nuance Communications, Microsoft’s healthcare AI arm, announces job cut plans

After being acquired by Microsoft for $19.7 billion, Nuance Communications, a speech-recognition company, is making job cuts to shift its focus towards the healthcare...

Mumbai’s Nair hospital employees set to stage hunger strike on June 1

The employees at Nair Hospital are highly dissatisfied, and to address their demands, the Class IV employees from all departments, led by the Municipal...

DMart and Brigade Enterprises allot equity shares to employees 

In accordance with a regulatory filing, Dmart, an Indian supermarket chain, has allocated 2,77,649 equity shares to eligible employees. These shares, with a nominal...

Amanppreet Singh Bhatia joins Hinduja Group, as group CHRO

Hinduja Group has appointed Amanppreet Singh Bhatia as its group president – human resources. He will be based out of Mumbai. Bhatia moves from...

DIALOGUE

Data analytics and not technology will redefine HR

Q. How satisfying has been your professional journey of 39 years? A. It has been a bagful of mixed experiences. At times I have been...

EQ, IQ & empathy define the success of a CEO

Q. You spent 16 years at LIC before moving to a corporate role at ICICI Prudential. Now, 22 years on, I am still curious...

“The big change has been that we have moved from jobs to skills,” Amaresh...

Q. How would you define the culture at GE? A. Having been present in this region since 1902, GE has been around for 120 years....