Tag: Rajesh Nair
Why there is a dark side to total pay transparency
Open discussions about salary have long been considered a workplace taboo. The last few years, however, have witnessed the concept of pay transparency gain...
What should be the TA strategy in a volatile market?
The current talent market is marked by volatility, not just in India but across the globe. When a total lockdown was announced in 2020,...
Should hiring managers be high on EQ?
Recent years have seen the expression ‘emotional intelligence’ (EI) become more and more common in workplace-related conversations. According to Forbes, a 2019 survey by...
Manager or employee; who is responsible for a smooth feedback session?
Giving critical feedback to an employee is the most difficult thing to do for any manager. Why? Because as human beings, our big egos...
5 ways of dealing with Imposter Syndrome at work
It is very common to experience self-doubt at work when one’s confidence is low and the work too much.
A feeling of failure and underachievement...
How will metaverse change learning in an organisation?
Metaverse has long existed as a far-flung utopian idea rather than an achievable reality. Writer Neal Stephenson coined the term ‘metaverse’ in 1992 in...
How managers have evolved through the pandemic
Just two years ago, the role of team managers used to be a lot simpler. They had to lead their teams to accomplish a...
How creativity is promoted in a manufacturing company
Manufacturing companies usually have a fixed way of doing things, and one wouldn’t expect them to come out with creative ideas every once in...
Why it is wise to go for the second best instead...
A high-performing culture is what organisations seek, and none are willing to settle for anything but the best. Given the competitive nature of the...
Rajesh Nair joins Polycab India as CHRO
Polycab, an Indian electrical equipment manufacturing firm, has appointed Rajesh Nair, former head-HR, Tata Motors, as the new president & CHRO. This is the...
Rajesh Nair quits Tata Motors after 28 years of service
Rajesh Nair, head - business HR for commercial vehicles, sales and marketing, customer care and spare parts, at Tata Motors, has put in his...
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,”...
50,000 employees subscribe to Capgemini’s ESOP
At least 50,000 employees from the 29 participating countries subscribed to Capgemini’s ninth annual employee stock ownership plan or ESOP. With an employee subscription...
Latest
Are layoffs justified in a business downturn?
Of late, headlines have been all about layoffs, downsizing and retrenchment. All the big tech firms— including Amazon, Microsoft, Facebook’s parent company Meta and...
Old Pension Scheme: Disgruntled Punjab govt staff hold massive protest rally
To express their dissatisfaction with the recently-released notification for the restoration of the old pension scheme (OPS), a rally was held in Punjab by...
EnKash rolls out special ‘Attitude Bonus’ for employees
EnKash, a business spend-management platform has rolled out an industry-first incentive programme called the ‘Attitude Bonus’. Through this special programme, EnKash will honour its...
How to deal with credit stealers
Shaila, a budding marketing professional, began her career with an FMCG firm. It has been three years since she started working in the marketing...
DIALOGUE
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....
“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...
