Shaping young HR leaders
The world is hit by the worst kind of global crisis and in order to survive, organizations are striving hard. In many cases we have seen that organizations are now launching a completely new business line so that they can cope with the changes in the market and the customer behaviour.
COVID-19 stormed in without any warning signs forcing organisations to rethink on ways to manage talent and culture. This has left even VUCA experts baffled as no one ever created an SOP to deal with such unforeseen disruptions.
The term ‘generation’ is traditionally used to refer to a group of people born and living during the same period of time, which usually spans 15 years. With four different generations making up today’s workforce, it can be difficult understanding what they all need and where they are best utilised.
The unprecedented nature of the Covid-19 pandemic and its widespread impact has significantly altered and influenced economic and social systems across the world. Further, Covid-19 has highlighted the vulnerability of our progress and brought many systems to a near standstill.
Chief Executive Officers are as distinct as the companies they lead or the people that work with them. What they want from Human Resources could be as distinct, so I asked some key Executive friends about their expectations from HR. This is not exhaustive, however clearly indicative.
Get back to basics and deliver value. Focus on what you can control. How can you perform better, faster, or smarter to deliver on the promise of excellent service? What matters to the organization’s mission or vision? How can your team contribute to that?
As organizations adapt to the needs of evolving customers, consumers and marketplaces, they will need to adopt new products, service offerings, routes to market and communications. This will lead to a need for restructuring and reorganizing.
The climate created by this pandemic is one of stress, anxiety and uncertainty, having profound impact on the well-being of the workforce, irrespective of the industry, designation and nature of work. While COVID-19 may have forced a majority of the world to Work from Home, it is still an unfamiliar territory for a large part of the community.
There’s a lot of talk about Diversity & Inclusion in corporate India these days – rightly so. Apart from promoting equity, greater gender and generational diversity in the workplace has repeatedly shown bottom-line benefits to businesses. But all this talk, what one could call the “diversity discourse,” isn’t necessarily translating into action or sustained gains for all employees, leaders, or organizations.
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With artificial intelligence (AI), HR chatbot solutions, hiring assessments, mobile learning, 360 degree evaluation and much more on managing performance and feedback, HR technology and Automation projects have certainly been at the cusp of some unique and exciting developments over the last decade or so.
Nepotism is the practice of favoritism toward friends or family members. In the workplace, nepotism damages employee morale. It can create rifts and breed resentment, penalize hard-working team members, and unfairly advantage the undeserving and unqualified.
