Shaping young HR leaders
K Raheja Corp, one of India’s leading real estate conglomerates, has launched ‘Reverse Mentoring’, a people-focused learning initiative designed to encourage meaningful dialogue between senior leaders and younger employees across the organisation.
Evergreen Lithium Recycling, a group company of Evergreen Recyclekaro India Limited, has entered into a technology licensing agreement with the Indian Institute of Technology Bombay to advance the extraction of battery precursor-related critical minerals and enhance efficiency in battery recycling operations.
Cybersecurity has moved far beyond the server room. Today, it sits at the center of business resilience, customer trust, and operational continuity.
The way organisations think about talent is broken. Not slightly misaligned — fundamentally broken. For decades, hiring and workforce planning have been built around a simple shorthand: job titles, academic credentials, and years of experience.
India’s young population holds immense promise, but this promise can only be realized if access to education, skills, and opportunities is equitable.
The rapid rise of automation and generative AI in the workplace is transforming how people work. It is also nudging organisations to reimagine their talent acquisition and retention strategies. While degrees and designations were crucial earlier, skills have emerged as the hot currency of employment.
Over the last decade, India has witnessed a remarkable rise in corporate social responsibility (CSR). Since it became a mandate under the Companies Act, CSR spending has grown exponentially crossing ₹2.17 lakh crore between 2014 and 2024, with annual spending touching nearly ₹30,000 crore in recent years.
The hiring brief has been rewritten not gradually, but categorically. In a world where the World Economic Forum estimates that 44% of workers’ core skills will be disrupted within the next five years, organisations that continue to filter talent through the lens of job titles and linear career trajectories are, in effect, optimising for the past.
Cape Breton University (CBU), one of Canada’s leading public universities, led a session at the India Habitat Centre in New Delhi, showcasing CBU’s strategic priorities in India, the university’s growing footprint across the subcontinent, and the broader ambition of strengthening the India–Canada higher education corridor
The whole definition of talent has changed over the past decade. Earlier, organisations based their hiring and workforce planning processes on a person’s degree, job title, and their chosen career path.
India’s female labor force participation rate has climbed from 23.3% to 41.7% over the past six years. That is a significant shift, and one that has attracted considerable attention in policy and corporate circles.
There was a time when leadership implied permanence — a corner office, static hierarchies, and long term contracts. That model is quietly but decisively fading.
