L&D has to focus on skill assessment, improvement and measurement to draw a clear line between the out of training interventions and business metrics to stay relevant. It has to be more responsible than earlier, more result oriented than earlier and more integrated than earlier.
Since pandemic has changed the way business organizations work resulting in to remote working, hybrid work places with WFH, Coaching for the future has also to be changed accordingly to meet the requirements. Virtual coaching which will be more required in coming times, it will have its own...
This edition cover story on work life balance in pandemic is an attempt to understand the issue from its depth, what employees and organisations can do to achieve the balance and possible future of this factor after pandemic. The veteran HR leaders who are at the helm of the affairs in their...
This edition cover story takes you to a journey of this transformation where how HR and business leaders have brought the people agenda back in focus. Industry HR doyens and experts share their experiences and vision on how HR should now take on for building a better future.
This edition of the magazine is on this aspect of understanding the gravity and addressing the challenge of employee mental wellness where HR experts and veteran practitioners share their thoughts on different dimensions highlighting the importance and the way out.
It will be an exciting challenge for HR to ensure that ‘out of sight’ employees do not become ‘out of mind’ employees. Cover Story Experts are here to talk about the areas and challenges HR is expected to face in new work world with changing work profiles and how to recalibrate its policies and...
The cover story of this edition is an attempt to decode this middle riddle and way forward to strengthen the middle managers by industry experts who all have passed through and felt the heat and real challenges of this segment.
This edition Cover story explores different dimensions of gig economy, the way it works and how should HR intervenes to ensure that there is WIN- WIN for both stake holders.
He used to reach the dealers and showrooms early and asked loan executives to be at workplace before time so that before customers start getting in, they should finish the daily morning meeting. He also built pressure on dealers to help and cooperate in achieving targets, which some resisted.
