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Chandan moved from Greaves Cotton, where he was CHRO and has now been replaced by Shiraj Chakraborty.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

Why a coaching culture and not any other culture?

“Would you tell me, please, which way I ought to go from here?” “That depends a good deal on where you want to get to,”...

Snapchat plans jobs cuts

Snapchat, the multimedia instant messaging app and service, is reportedly gearing up to reduce headcount. Its parent company, Snap reported losses of almost $10...

Latest

Women form 36.1% of Wipro’s workforce, 22.2% of board of directors

That Wipro is serious about its mission to make the organisation diverse and inclusive in every sense of the word is clear from the...

Snapchat plans jobs cuts

Snapchat, the multimedia instant messaging app and service, is reportedly gearing up to reduce headcount. Its parent company, Snap reported losses of almost $10...

Why having a good candidate experience is equally important

The journey of a prospective employee who has applied for a role in a company is referred to as the candidate experience. While organisations...

Netflix gets Madhumitha Venkataraman as head of D&I, India

After the recent appointment of Rohit Suri as the head of talent, India at Netflix, the Company has now hired Madhumitha Venkataraman as its...

DIALOGUE

“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....

“Being good to everyone is being unjust to performers,” Mathew Job, CEO, Crompton

Q. In today’s times, what’s more challenging for a CEO like you — profit & business growth, talent & people, diversification, compliance or managing...

“A CEO needs to acknowledge the silent majority who create the company’s fortunes” S...

Q. RPG is a diversified group with businesses spread across sectors and domains. however, its brands have a strong individual identity unlike other business...