There is a question that arrives, quietly and reliably, whenever an interesting opportunity appears. The role looks exciting. The project could open something new. And then, somewhere between considering the opportunity and deciding whether to take it, comes the doubt:…
Not a sudden calling For Sejal Haribhakti Mody, CHRO, Akasa Air, human…
Interviewed by Tata’s Russi Mody in 1977, GS Ramesh was asked where…
The architecture of workplace wellness is built largely around problems organisations know…
Aditya Birla Capital operates across a wide range of financial services businesses,…
Many HR professionals aspire to become chief human resources officers, but few…
The average global time-to-hire sits at 44 days. For most organisations, that…
For many months we have been hearing one reassuring line: AI will…
As artificial intelligence (AI) reshapes how work gets done, a quieter but…
When performance falls short, training is often the first prescription. Someone is not delivering. A team is struggling. A new capability is required. The instinctive organisational response is to identify a programme, put people through it and hope performance improves. But what if the problem…
When Shailesh Singh, Chief People Officer at Axis Max Life Insurance, talks about capability building, he does not begin with training programmes. He begins with culture. “If it is not consciously anchored,” he says, invoking a Rajiv Gandhi quote on corruption to make his point,…