A Towers Watson survey shows that there are few differences among companies on a critical metric that determines employee satisfaction
the training department in most banks is content with asking branch managers to send employees for drab classroom sessions once a year. The perception about such training is obvious from the fact that most branch managers send the names of employees they can do without.
Stuard Milne, CEO, HSBC India talks about the bank's gameplan in the country.
The Dragon is likely to be a prominent discussion topic, as PM begins his three-day Japan visit, reports Shyamal Majumdar
N R Narayana Murthy's speech is an absorbing study on how great companies can be hurt if the right decisions are not taken.
Blue chip Indian companies are letting go human resource to attain cost-efficiencies.
In order to retain their brightest female employees, organisations need to create a more flexible and family-friendly workforce
Kushagra publicly crossed swords with his uncle, Rahul Bajaj calling him a 'raja' (king) who does not have the time to meet his 'prajas' (subjects).
The 'always on' multi-tasking approach to work reduces efficiency levels - a new study suggests ways around it.
Younger employees no longer ask what they can do for their employers, but what their employers can do for them.
Most companies still treat exit interviews as a fuzzy exercise It's your last day, actually hour, in the office.
As she begins her second term as MD & CEO, Chanda Kochhar wants the bank to grow more than the industry not by taking on more risk but by building a strong base of customers and shunning the pell-mell marketing of credit card and personal loans to newcomers.
Too many corporate leaders cherish the crown of indispensability.
The executive suites of most major companies still remain largely boys' clubs, but things are improving.
The managing director and CEO of India's second largest bank is already walking the talk by organising roadshows all over the world to showcase upcoming highway projects.
India Inc is hiring once again, but caution is still the watchword, says Shyamal Majumdar.
Why yes-men are good for ego but bad for business.
Managers of the world seem to be united in their passion for wasting time at work.
Interview with chairman of Godrej group.
Aggregate domestic R&D spend in India has never exceeded 1 per cent of GDP, and over 80 per cent of Indian firms spend nothing on research.
The government should focus on smaller labour reforms; they may not be headline-grabbing but can collectively be effective, says Shyamal Majumdar.
Unlike his predecessor, JRD Tata, who in 1991 handed over to him the chairmanship of Tata Sons as well as control of the trusts, Ratan will continue to retain control of the latter.
The number of financially well-off people seeking emotional crutches after retirement is increasing rapidly.
Jet Airways' pilots won't get much sympathy, but the management hasn't quite covered itself in glory either.
Lalit Jalan talks about his relationship with the Ambanis and why the honeymoon is over for infrastructure firms.
Anil Sardana, managing director of India's largest private power producer, says though the tariff freeze by some states is causing tremendous stress, the company will go ahead with the expansion of the Mundra project.
From succeeding an iconic CEO to convincing sceptical investors, the head of one of India's largest PE funds discusses her early challenges and plans.
At the heart of the national carrier's troubles are the archaic labour laws that allow pilots the same rights as industrial workers
Coal India wants to organise PAN cards and demat accounts for each of its 400,000 staff ahead of its IPO.
A McKinsey survey shows very few firms focus on building the capability that adds the most value to performance.
HR audit, Strategic Training Unit, leadership development - SBI is doing all that it takes to be an employer of choice.
Leading HR experts say a coach can bring in the edge that is vital to make the transition from just another boss to the boss.
Instead of a one-size-fits-all strategy, employees can be allowed to tailor their benefits package to their specific needs.
The chairman of India's largest bank on why he would like to forget the first six months of his stint and the steps he has taken to revitalise the institution.
Many things have changed in the company that has graduated from a Stanford dorm room in 1998, to a 33,000-employee powerhouse but the airport test has remained a constant.
Working longer hours has nothing to do with working better.
Nomura has come a long way since launching its first India-dedicated fund six years ago.
Axis Bank's chief talks of her stress-busters and brushes over the 'Chanda-Shikha' stories.
Reforms have to accentuate if we have to reach a double-digit growth rate. That's the only way to be able to spend more on social issues like health and education, says Jagdish Bhagwati.
Check out your score fast, as working smart and hard does not mean you have to keep a 60 miles per hour life.
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