Shaping young HR leaders
In a competitive education landscape where many management institutes focus purely on traditional classrooms, the New Delhi Institute of Management (NDIM) is shaping future leaders by offering purpose, perspective, and lifelong professional growth.
Since its inception in 2016, Judge India Solutions – a subsidiary of The Judge Group – has been on a remarkable journey. Growing from a team of 17 to a robust 500-member talent pool with a presence in Noida, Bangalore, and Hyderabad, the firm carries forward the rich 50-year legacy of its parent company.
For decades, recruitment was considered the primary function of human resources, a process focused on sourcing talent, filling vacancies and managing onboarding.
There is a quiet but powerful shift happening in how Indian organisations think about their people. Recognition, the act of genuinely acknowledging contribution, is emerging as one of the most meaningful levers available to leaders. Not as a retention tactic, but as a reflection of organisational values.
There was a time when leadership implied permanence — a corner office, static hierarchies, and long term contracts. That model is quietly but decisively fading.
The job description is becoming obsolete. Not immediately, and not everywhere — but the trajectory is clear enough that organisations still building workforce strategies around fixed role definitions are designing for a reality that is already changing underneath them.
There is a quiet truth most people recognise but rarely articulate. Happiness does not come from what happens occasionally. It comes from what is consistently experienced.
In India, “jugaad” is often dismissed as a frugal hack, a clever workaround for lean times. I see it differently. At its best, jugaad is innovation under constraint: a people-first way of keeping change moving when the “ideal” solution is months away.
India’s power and infrastructure sector is entering a phase of unprecedented expansion, driven by rapid grid modernisation, renewable energy integration, and rising industrial demand.
Life insurance isn’t something someone thinks of over a morning coffee. It is something that usually comes up in the quieter moments — when a family member is admitted to the hospital, when a friend has a baby, or when a financial form asks about your investments.
In India, “jugaad” is often dismissed as a frugal hack, a clever workaround for lean times. I see it differently. At its best, jugaad is innovation under constraint: a people-first way of keeping change moving when the “ideal” solution is months away.
If you had asked this question ten years ago, the answer would have been simple: progress was slow, and support often felt symbolic. Today, the answer is more layered.
