For employees working across branches and field roles, the organisation can often feel less like an institution and more like the person they report to every day. That gives the immediate manager enormous influence over performance, engagement and, ultimately, whether…
A product manager from a business-critical team resigns, creating an urgent vacancy.…
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…
Change management was built around a reassuring assumption: change would eventually end. There was a beginning, a period of disruption and, finally, a new normal. Rajita Singh, chief people officer – India & global delivery HR leader, Kyndryl believes that assumption no longer holds. “Change…
Newgen Software has plenty of talented people. For its global CHRO Kashish Kapoor, that does not necessarily settle the talent question. When Kapoor joined the company, she found what she describes as a huge pool of talent. The harder question was whether the capabilities Newgen…
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,…