Shaping young HR leaders
Within today’s rapidly changing work environment, employing a workforce of various generations, from seasoned Baby Boomers to technology-savvy Gen Z, is one of the biggest challenges facing contemporary corporations.
Trust is often spoken of warmly in leadership conversations, but too often, it is left to chance. We call it culture, chemistry, or alignment, yet we rarely approach trust with the same rigor we apply to strategy or performance metrics.
Higher Education is the backbone of any country’s holistic development. It is the catalyst for cultural, societal, economic and industrial development of any nation.
India’s business landscape has reached a pivotal moment. Call it contractual, interim, or gig-based management—these terms may vary, but they all represent the same fundamental shift: on-demand expertise tailored to a business’s evolving needs without the permanence of full-time employment.
In a world where agility, innovation, and resilience are crucial to navigating the dynamic landscape of human resources, AscentHR Technologies Pvt. Ltd. stands as a beacon of transformation.
In a competitive education landscape where many management institutes focus on placements, New Delhi Institute of Management (NDIM) is quietly shaping future leaders—offering not just jobs, but purpose, perspective, and lifelong professional growth.
Yet most learning budgets are still overweight technical up-skilling. Here are four evidence-based shifts HR teams in India can implement now to close that gap and drive measurable performance (and bottom line) gains.
Trust is the foundation of high-performing teams. It drives collaboration, fuels motivation, and builds a culture where people feel safe, heard, and empowered.
This philosophy is the cornerstone of our leadership development journey at L&T Energy Hydrocarbon. We are committed to cultivate leaders who are not just technically brilliant, but also profoundly empathetic, driving growth and success for their teams and the broader organization.
A few years ago, I stood in front of a room full of young management students, excited and anxious about their future careers. I asked them, “How many of you are here because of the placements this college promises?” Nearly every hand went up.
Today, organizations invest significantly in upskilling and reskilling to keep pace with rapid technological advancements and changing customer needs. However, those neatly designed training decks often fall short of preparing employees for the next business challenge.
Good leaders are in short supply. So, the imperative to build great leaders from within an organisations becomes a huge imperative.
