Tag: Kaustubh Sonalkar

BharatPe episode: Should employees stay put or offboard immediately?

Of late, Bharat Pe has been caught on the wrong foot. It all started with the controversial and abusive video clip of co-founder and...

Rajendra Mehta succeeds Kaustubh Sonalkar as group CHRO at Welspun

Welspun Group, the Indian conglomerate with diverse businesses, has elevated Rajendra Mehta to the position of group CHRO, with effect from September 1, as...

Budget 21: What HR feels about the measures announced

On Feb 1, Union Finance Minister Nirmala Sitharaman announced the budget for the year 2021. A lot of emphasis has been put on reviving...

“‘Fetch your Own Coffee’ to become a good leader”

Kaustubh Sonalkar’s book, Fetch your Own Coffee, is a collection of his memorable and perceptive blog posts, initially posted on WordPress, and which later...

Kaustubh Sonalkar joins Welspun Group as group director – HR

Kaustubh Sonalkar, who was president - HR, Essar Group and CEO -  Essar Foundation, has joined the Welspun Group as the group director -...

“If HR leaders are in line with their CEO, they can...

A core business professional turned HR leader, Kaustubh Sonalkar is currently the president-HR at Essar, and chief executive officer at Essar Foundation. He believes good people management is about idealistic thinking, and is more invested in the practical execution and achievement of those futuristic ideals through creative channels.

A high risk taker, willing experimenter and learner, and also an out-of-the-box thinker, Sonalkar is design oriented rather than control oriented. He talks to HRKatha about his experiences across industries and cultures and what future organisations will look like.

Kaustubh Sonalkar joins Essar as president-HR and CEO-Essar Foundation

This is his second stint with the group. He was earlier associated with Essar Energy for a couple of years as senior vice president and head-HR.

How this energy company is championing employee inclusivity & engagement

In today’s competitive business landscape, fostering an inclusive and engaging work environment is not just a feel-good initiative; it’s a strategic imperative. Jakson Green,...

Trident’s Asmita leaves blossom into inclusive workplaces

Forget the tired trope of corporate activism. In the heart of India's textile industry, Trident, a manufacturing company, is quietly weaving a revolution in...
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Engagement is outdated: The future of success lies in ‘employee involvement’

In the ever-evolving landscape of the contemporary workplace, a profound metamorphosis is underway, challenging the conventional emphasis on employee engagement. This paradigm shift posits...
Tata Steel employee vehicle ban

Tata Steel: Journey through excellence in talent acquisition 

Tata Steel, part of the Tata Group, is a multinational steel-making company headquartered in Mumbai, India. It is one of the world's leading steel...

Saudi Arabia upscales ‘Saudisation’ drive with HR jobs restriction

Saudi Arabia has taken a further step in its ‘Saudisation’ labour policy, reserving human resources (HR) positions for Saudi nationals only. This move, announced...

Latest

DPIIT empowers women in logistics

A stakeholder consultation titled 'Empowering Women in the Logistics Sector' was convened on 22 March, at Vanijya Bhawan, New Delhi, under the auspices of...

Christine Centa elevated to CPO, HashiCorp

Christine Centa, who was VP-total rewards and people operations, Hashi Corp, has been promoted to the position of chief people officer. Armed with an MBA...

India’s workforce: High engagement, high burnout

A new study by UKG Workforce Institute paints a complex picture of the Indian workforce. While employees report high levels of engagement, a desire...

Vodafone’s 2,000 job cuts spark employee resistance

Vodafone, the telecommunications giant, has announced the cutting of 2,000 jobs. The announcement follows a change in management. The move is also said to be...

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....
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