Tag: Ramesh Shankar

Why should failure be encouraged to maintain a happy work culture?

If we imagine ourselves as a collection of experiences, will we devalue failure as much? Not really. When we talk about success, we tend...

Why ‘belongingness’ is high on the HR agenda

Most organisations are actively pursuing diverse representation at the workplace, but this alone will not necessarily ensure that all employees feel included. Creating a...

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

NITES calls Amazon India layoffs illegal

About seven per cent of Amazon’s total global workforce of about 1.5 million, operates from India. With the tech giant reportedly set to cut...

Alphabet to fire 10,000 poor performers

Alphabet, the parent company of Google is preparing to reduce its workforce by six per cent. It will let go about 10,000 employees based...

DCM Shriram Group beefs up its HR leadership team

DCM Shriram Group has new faces in its leadership rank. While Hameed Jung has joined as group head – learning & development, DCM Shriram,...

L&T hires 3,000+ new engineers, increases women in workforce in FY23

In these times of uncertainty and layoffs, Larsen and Turbo (L&T), the multinational engineering and construction firm has onboarded more than 3,000 new engineering...

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...