Shaping young HR leaders
tips
The competition for top talent isn’t a new challenge. Today it’s an existential one. Forbes says that by 2030 the global talent shortage could swell to a staggering 85 million people.
Both the CHRO’s expertise in talent management and the CFO’s financial acumen play crucial roles.
It is very important for HR, Business and Departmental Heads to watch the activities of their team members. Ensure members are not misusing organisation’s property for their personal
It’s 2024 and one thing that we as a community need to accept is that we need flexibility to survive and thrive.
When it comes to building a great team, finding top talent is only half the battle. Retaining that talent, whether it’s your entry-level employees or senior management, is extremely important
Diversity in the workplace means that a company employs a wide range of individuals with different characteristics.
We are truly living in the age of constant innovation, be it technological or otherwise. It feels like we’re changing and evolving every day and it hasn’t been more important to keep up with these changes ever before.
Digitization is taking over the world by storm; there are no two ways about it! To thrive in this ever-evolving landscape, organizations must arm themselves with the latest technologies
Human Resource (HR), the buzz in today’s corporate world, is gaining focus, momentum, and importance in relation to an organization’s success as a business competitor and employer.
INEQUALITY in terms of race, sex, colour, creed and economic standards have been common in our country and worldwide. However, the current scenario is evolving through the dynamics of change, knowledge and the ability to comprehend the essentials of humankind.
A tight job market presents many opportunities for job seekers who want to make a change, but movement in the job market means that employers can lose an employee with little notice as job seekers jump on other opportunities.
usiness dynamics have evolved drastically in recent years. The general perception is that CEOs have personalities that are different from those who choose careers in human resources and that moving psychologically from an HR professional to a CEO is perhaps the most challenging.
