Sriharsha Achar has spent more than four decades as a people leader across manufacturing, IT, healthcare and health insurance. That breadth gives him a particular vantage point. He has watched similar people dilemmas recur across very different industries, often with…
What does ‘delayering’ mean? Delayering is the deliberate removal of levels from…
Imagine hiring a team where everyone gets along, understands the unwritten rules…
They did not arrive announcing themselves. They joined as analysts, engineers, content…
There is a question that arrives, quietly and reliably, whenever an interesting…
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,…