When G.S. Ramesh joined Hyundai as its first Indian employee, he found himself at the intersection of two very different approaches to work. The Korean management culture brought its own expectations around discipline, performance and ways of working. The Indian…
Courageous keeper of secrets Terminations, performance issues, salary inequities, leadership failures, personal…
Company: CoreBuild Infrastructure (fictitious), a mid-sized construction and real estate firm with…
Wipro’s AI-powered learning agent iSkill has crossed 7,500 conversations with employees since…
Edelweiss Life Insurance operates in a sector where competitive advantage is shifting.…
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,…