BW People.in’s Post

#Signalingtheory is an economics and communication concept that explains how individuals or organizations communicate information in asymmetric situations. Organizations can signal their quality or #intentions through actions or characteristics that are costly to fake, reducing information asymmetry. Examples include educational qualifications for job candidates, branding and advertising for product quality, and warranties for manufacturer confidence in a product. This equally applies to #leadershipbehaviors. Last week, I had the privilege of observing how leadership teams can effectively communicate the #valueoflearninganddevelopment to their teams. The entire leadership team of Randstad India spent half a day with the CEO Viswanath Ps (He / Him), CFO Nagesh Bailur, and CHRO Anjali Raghuvanshi (She/Her) (She/Her), attending action learning projects presented by their top talent on critical initiatives. What a wonderful way to signal the importance they gave to personnel development! Often, leaders urge employees to learn but delegate the responsibility of driving learning behaviors to HR. How can organizations build a #learningculture if the leadership does not demonstrate the importance by investing their valuable time in supporting this activity? Where are your leaders spending their time? This will tell you what's important for the business and what the leaders prioritize, despite what they say! Kudos Randstad, for building a learning culture ! #leadershipbehaviors #walkthetalk #businesspriorities #IIMB #ExecutiveEducation

Happy to share that I will be speaking at the NationBuilders Roundtable today along with a distinguished panel of HR and talent leaders to discuss workforce strategies & challenges to work towards building the nation with opportunities. Looking forward to impactful conversations, learnings and actionable insights. Learn more here:https://lnkd.in/e-_GtMfi #NationBuilders #HRLeaders #TalentTransformation #BuildingIndia #apnaNationBuilders

Thank you Forbes India for inviting me to the grand event of honoring #Top30TalentLeadersof2024! Listening to Gautam Gambhir in-person and interacting with him was the highlight of the evening. What a crisp talk it was by him on leadership! Here are my key take aways: 1. Honesty has been the hallmark of leadership 2. Leadership is all about impact - not mere statistics or numbers. 3. Be yourself, do not pretend  4. Believe in your instincts and courage  5. Keep pursuing your profession with hunger to succeed 6. Keep taking decisions; some of them will go wrong, it is ok so long as your intention is right.  7. Stay grounded after success because you have to keep working for the next one. Remember, we have more bad days than good days. So, never take success to your head.  8. When you keep working to improve your competence, you keep increasing the chances of success. Without practice, success becomes a mere chance.  9. Treat everyone in the team the same way, because everyone is working for the team's objective. #forbesindia #hr #leadership #talent #insights #gautamgambhir #hrfootprints HR Footprints Management Services Pvt Ltd

Don't miss out on this exciting conversation with leading HR heads discussing diversity, equity, and inclusion (DEI). Learn how to create inclusive workplaces and implement effective DEI strategies. Join us for insights and actionable advice to make a meaningful impact. #DEI #Inclusion #Diversity #HR #WorkplaceEquity #Roundtable

Viswanath Ps (He / Him), Corporate Member, Indian Staffing Federation (MD & CEO, Randstad India), shared his views on how has the staffing industry evolved over the previous decade, and what changes are affecting the country's formalization.   #staffingisgood #employment #formalisation #leadership

As the landscape of public sector enterprises in India undergoes a significant transition, it's crucial to address the intersection of work politics, retiring top management, and the absence of near-future recruitment. 1️⃣ **Navigating Work Politics**: With changing leadership dynamics, it's essential to foster an environment of transparency, meritocracy, and collaboration. Embracing open communication channels can mitigate the negative impacts of work politics, ensuring a focus on organizational goals rather than individual agendas. 2️⃣ **Leadership Transition**: The retirement of top management presents both challenges and opportunities. Leveraging this transition period to identify and groom emerging leaders within the organization is paramount. Encouraging knowledge transfer and mentorship programs can facilitate a smooth leadership transition and maintain continuity in organizational vision and values. 3️⃣ **Recruitment Challenges**: While the absence of recruitment in the near future may pose challenges in terms of talent acquisition, it also necessitates a reevaluation of existing talent pipelines and retention strategies. Investing in upskilling and reskilling initiatives can empower current employees to take on expanded roles and responsibilities, ensuring operational continuity amidst recruitment constraints. #PublicSector #LeadershipTransition #WorkplaceCulture #IndiaEnterprise

How can India become a developed nation (#ViksitBharat) by 2047, as envisioned by our Hon'ble PM Narendra Modi Ji Narendra Modi?   I had the privilege of sharing my thoughts at the NSDC SHRM HR Leadership Council Connect 2024 on 'Bridging Skill Gaps for a Future-Ready Workforce'. The key lies in collaboration, innovation, and targeted skilling initiatives that prepare our youth for the demands of the future.   The #NEP is a guiding beacon, and initiatives like Skill India are paving the way for a skilled, empowered workforce that will drive India's growth story.   Let's work together to bridge these gaps and create a resilient, future-ready India!   SHRM India National Skill Development Corporation #Skilling #HR #SHRM #NEP #NSDCHRLeadershipCouncilConnect2024 #FutureWorkforce #SkillIndia #SkillDevelopment #HumanCapital #Leadership #WorkforceDevelopment #India2047 #FutureReady #SkillsForGrowth #Empowerment #TalentDevelopment #EconomicGrowth #HRLeadership #SkillGaps #IndiaRising"

It is critical sometimes to let your professional network colleagues know how big a role they play for others. Today, as my friend Arvind Usretay shared about his career move, want to dedicate a #sachronym to wish him the very best and Thank him from heart for few things he always does, amongst many : A - Approachable, Available - Arvind always ensures being there when you need his views, expertise, R - Responsive/Responsible would be a key attribute along with availability. Arvind's responses are deep, contextual and makes one gain clarity, V - Versatile, in terms of experiences, learnings, Arvind brings to a group, I - Inclusive to views from people like me, who are perhaps swtichers to the domain of HR, N - Neutral presence - Arvind can practice this in the trickiest of debates - of course constructive ones, and D - Dexterous (hands on) approach when it comes to a heavy lift problem. Here is a pic with Arvind Usretay and Abhimanyu Dawar from the amazing moments we had at Indian School of Business Founding Cohort of the Future CHRO program. Arvind's post on his move - https://lnkd.in/guAaRXeK

In the Recent Global Leadership Summit: Narayana Murthy on Work Culture and India’s Progress Narayana Murthy, co-founder of Infosys, has again sparked widespread debate with his recent remarks at the CNBC Global Leadership Summit. He expressed disappointment over India’s shift from a six-day workweek to a five-day schedule, asserting that sustained hard work is essential for the nation’s development. He stated, “I don’t believe in work-life balance” and emphasized that he will hold this view throughout his life. He also referenced Prime Minister Modi’s 100-hour workweeks as an example of dedication, advocating that Indians work harder to propel the country toward global competitiveness. Sharing his own experience, he recounted working 14-hour days, six-and-a-half days a week, as a cornerstone of his success. While his stance reflects his belief in sacrifice and effort as drivers of progress, it has reignited discussions about the balance between ambition, well-being, and productivity in modern workplaces. Many professionals have voiced concerns about the potential impact of extended workweeks on mental and physical health. How do you see this debate shaping the future of work culture in India? #worklifebalance #mentalhealth #workculture #6daysworking

Prabir's article today reminded me of the massive organizational hierarchy rehaul that Tata Motors did in 2017, the first time in its history of 72 years. Ruffling several feathers, the company shrank designations from a whopping 140 to just 5, which was the result of a year-long study conducted by an "external agency.". (Note the word "External agency," not HR.) This exercise was done much after CHRO Prabir had left Tata Motors and gone to Reliance Industries (briefly) and then was with Cipla as CHRO during 2017. From a supervisory level to the top management, the company had 13–14 levels, which were reworked to 5 management levels and 1 supervisory level. This event must have been a watershed moment for the sedated and sarkaari Indian private companies, who may have mutated the disease of levels and hierarchies, making many levels completely irrelevant. During this overhaul at Tata Motors, not just 1500 mid-level managers were fired, but the number had gone to 4000 plus, in a phased manner. How many Indian behemoths do you think have adopted a similar approach to rationalizing levels and hierarchies, designations mayhem, as a follow up action? I remember, it was Cognizant in 2019, which carried out a stock-taking exercise, under a new CEO and fired 7,000 plus mid management level staff in one go. Cognizant had identified close to 40,000 roles which were coming in conflict and they may have corrected the anomaly through phased silent lay-offs. I wish Prabir talked about such events too, other than generic tips on middle management being cared for and pampered, etc. You may wonder why most CHROs just maintain status quo! Kings and Queens of good times...:) Similar to this event, Kargil war's 25th anniversary has also raised many uncomfortable questions on roles played by the Generals! Times Magazine told that India fought the war as if it was WW-I!