A company can be an excellent place to build a career. It can also be a terrible one. Remarkably, it can be both at the same time. Across America’s large employers, the average gap between the highest- and lowest-performing roles…
There is an obvious problem with a health insurance company that does…
What do ‘managerial augmentation’ and managerial substitution’ mean? Managerial augmentation and managerial…
How does an employee know when to go beyond the job description…
There was a time when an employee’s professional identity was largely confined…
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,…