Some workplace phrases have become so embedded in office life that nobody questions them anymore. Someone says, “Let’s take this offline,” and a conversation quietly disappears. A colleague asks for a “quick sync” and forty-five minutes evaporate. A manager says…
Company: Synapse Technologies (fictitious), a mid-sized IT services and product engineering firm…
When she said she wanted to lead sales, Sulbha Kaushal Rai was…
By April 2025, nearly 25 per cent of internet users in high-income…
Kyndryl emerged from IBM’s infrastructure services business in 2021 with deep technical…
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…
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,…