The corporate career ladder has always had a hidden dependency: the manager standing at the bottom of it. Who gets spotted, who receives an opportunity and who gets nudged towards a different role often depends not simply on what an…
They did not arrive announcing themselves. They joined as analysts, engineers, content…
There is a question that arrives, quietly and reliably, whenever an interesting…
First Runner-Up | HRKatha Rising Star Leadership Awards 2025 Himanshu Gupta has…
Company: Apex Logistics (fictitious), a mid-sized supply chain and logistics firm with…
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,…