Human Resources Management

Digitalization of HR is a much more complex process that requires organisations to thoughtfully rethink HR processes and adopt technology to solve people challenges within the organisation. In other words, it requires the organisation to re-imagine how work is done. HR digitalization is not a...

"The CEO and the CHRO need to work very closely with each other on many important and sensitive matters, and, hence an effective relationship between them is critical".

Performance management, can also have a touch of Green HRM. Here, small tasks involving the contribution towards the company's green goals can be introduced. The goals should be measurable in nature and should not put any burden on the employees.

The organization should support all employees personal and professional growth to build a growing culture. We spend a significant portion of our lives at work, and how we spend our days at work has a significant impact on our personal life as well. I disagree with the assertion that one’s...

For starters, you can have clarity about your own values and beliefs. What do you value today? What will you stand up for both now and in the future? Where are you uncompromising? What is non-negotiable regardless of how the future plays out? Getting clarity on what you and those that you work with...

Three essential qualities need to be nurtured by any organisation to become an ethical organisation. These are - looking at ethics; institutionalizing processes and making business ethics a way of life in the organisation.

As workplaces settle or at least think of settling in the hybrid environment, HR teams must ideate and improvise with sheer conviction to create a sustainable workforce which is planned, recruited, managed, trained and rewarded like never before.

The pandemic accelerated our digital journey. Trends like working from home, virtual connection, and communication - MS Teams and Zoom calls daily/weekly were quite productive and to the point.

The article focuses on virtual augmentation of classical KSA-based competencies that were intended primarily for in-person training. The authors illustrate that the opportunities for using relevant competencies augment the strategic decision makers or team leaders for upgrading an Executive's KSAs...