Shaping young HR leaders
To say that the past two years have transformed the human race permanently is no exaggeration. The unprecedented health crisis that the world is still undergoing has changed every sphere of life and has impinged upon us the need to be more humane.
The most daunting concern in the business world today is creating the experience that drives value for both employees and employers. And the challenge is not getting any easier.
Leadership is one’s ability to influence others to achieve common goals. To accomplish this, a leader needs to possess skills that can effectively communicate goals, motivate others, help others improve, give support when needed and ensure the well-being of their teams.
At Freecharge, we aspire to be a high performing organization, by nurturing a culture which helps us achieve great success. We have already taken many steps in this direction over the last few years.
A Chief Human Resource Officer (CHRO) is arguably one of the most important and influential positions a company can have nowadays. In 2015, a global survey noted that 80% of executives say their company cannot succeed without an assertive, data-driven CHRO.
The COVID-19 pandemic has had tremendous impact on the workplace, globally. From the way leaders manage businesses all the way to employee preferences, corporate culture has seen a tremendous shift and what’s considered ‘normal’ has significantly changed.
Successful organisations are all about their employee culture, as the right culture attracts and retains talent and helps a company thrive in its business.
A company’s culture reflects in the way it engages with its employees, right from the recruitment stage up to the employee’s exit.
Let’s start with a basic question – Why is HR function even needed in an organization? Many employees consider it as a police force for enforcing policies or management’s gatekeeper having little interest in employee’s concerns or even a watchdog for compliance.
The psychological frame triggers the need to recognize team members only if they are exceptionally doing well, "as per expectation" in our scorecards is not as noteworthy of recognition as "Over and above expectation" for most of us in the system. Unfortunately, that's not the correct way but the most accepted and practiced one.
Diversity and inclusion practices (D&I) have become a crucial part of conversations surrounding business principles, and the case for D&I in business is stronger than ever.
A diverse workforce is an inclusive and innovative workforce. Men and women inevitably have different experiences in life, which in a work environment, result in diverse perspectives.
