Most of the employers and executives have habitually developed apathy towards unions, trade union leaders and unionisation.
With women increasingly choosing to become entrepreneurs, it is crucial that they understand how to make sound financial decisions.
Most companies were left playing catch-up with tech disruptions, a workforce with different needs, customised people actions and the move from talent management to people management. So, the scope for these trends, and more, to come into their own in 2017 is immense.
Technology can reduce efforts to build and mine out data for a variety of reports, but can it help in informed decision making.
Knowing the solution to a problem before others are even aware that something is ‘wrong’ is deemed by some as concrete proof of their elevated expertise. Fair enough. Unfortunately, from everyone else’s perspective, those solutions — seemingly disconnected from the issue at hand — lack credibility and are considered unconvincing.
America has elected a new leader and has taught organisations some important lessons. However, this is from a pure ‘learning’ point of view and not from the perspective of personalities or politics.
The recent sensational corporate controversy at Tata Group raises a question on employee loyalty and its types.
The popular television series ‘Game of Thrones’ has vast universe of characters. What happens when we put these characters in an IR landscape. A narrative drawing parallels between the two.
A third-party analysis of what may have led to the ouster of Cyrus Mistry from Tata.
While speculations are rife regarding the numerous triggers that led to this change of guard at the Tata Group, the cadre of leaders under Mistry is definitely being scanned.
Employee advocacy entails a voluntary involvement of the employees in the communication efforts of the organisation with the outside world.
Psychometric assessment may help in taking decisions about the right hire.
Due to this lack of awareness and thoughtfulness, trade unions waste their energy in fighting a wrong battle against the well aware battery of staff, consultants and lawyers of employers.
Would the amendments in the Maternity Act make professional progress smoother for females or indirectly create new roadblocks?
At a time when being fast, nimble and connected, can ‘make or break’ a business, can HR as a function afford a rigid mindset? The answer to that is undoubtedly, ‘No’!
Businesses across the globe are all trying to build an inclusive, energetic and multigenerational team. With a world moving into a new era, ‘engaging people’ emerged as one of the biggest competitive differentiators in business.
Large-scale white-collar displacement at middle and senior levels is a relatively new phenomenon and that too without the safety net of trade unions. Here is what one should do to safeguard oneself.
In the rat race to appear technologically advanced, are HR professionals forgetting something that’s vital to their existence?
How do organisations know for sure what differentiates people and drives them?
Just play along with cause & effect, gravity, flow thermodynamics, electromagnetism and time. You will not only feel motivated, but appear motivated.
We are being called upon to deliver an innovative product, a game changing service and at the same time are expected to keep our business intact. A tall task for sure!
Social sabbatical refers to social work, done away from the regular work schedule, for the general good of the society.
Much before ‘happy exits’ had become fashionable in the corporate world, HUL had learnt the trick to keep its ex’s happy and involved.
It has been observed that if organisations take corrective measures in counselling and training such toxic managers, they can turn out to be really productive.
HR have a bigger responsibility of creating avenues or environments for employees to fail freely as the Gen Y—the highly tech savvy and feedback-oriented generation— is at work.
When you make calls to poach a candidate, just remember, you are not selling credit cards, you are in the business, which is lot more significant and life-changing.
Despite the challenges they pose, it is not too difficult to deal with venomous superiors.
Companies often debate between costs and the perceived value – both tangible and real – and HR has a hard time selling the concept.
Actions speak louder than words: Most people feel they will be held more accountable for their speech than for their gestures or body language.
Working in a matrix structure, with several reporting managers increases exposure to different domains and offers immense learning opportunities. At the same time, it might also be one of the reasons for pulling down a professional career, unless extra caution is exercised.
While grooming their team members to take on newer responsibilities and helping them develop newer competencies, managers should also maintain their individual learning curve to stay relevant.
Is it incentives, bonuses, or promotions? Can it be the number of leaves and holidays or the goodness of the boss? Is it praise, reward or recognition? Will the fun element at work, the off-sites, team spirit, or competition act as motivating factors?
This story may not seem unusual to those from the corporate jungle. However, this instance is likely to force many to ponder on some of the practices we tend to accept as normal.
Hypocrisy is what is observed these days, in the name of decency and tolerance, and the key source of most IR trouble.
Step-motherly treatment or subconscious discrimination is not just common in families but in the corporate world too. Let’s judge a fictitious corporate situation and decide who is at fault.
Industry laws are meant to make us behave right in a social and natural context, but the trouble begins when someone starts behaving in an unsynchronised way.
The education system has to be redesigned to equip future IR practitioners with the skills to handle the behavioural variables of the highly ambitious and impatient organised workforce
Should we focus on 20 per cent of the workforce and inspire them to perform even better? Or should we try and derive maximum output from the remaining 80 per cent?