From building the foundation for talent acquisition practices to launching a new performance management system, Manoj Kumar Chaudhary’s has transformed HR at Edelweiss Financial Services.
By Marta Chmielowicz
In only six years, Manoj Kumar Chaudhary has progressed from a campus hire to the head of HR for public markets at Edelweiss Financial Services. He has overseen the organisation’s tremendous growth from ₹100 crore of assets under management (AUM) to around ₹40,000 crore of AUM.
Identifying employee potential, creating career paths, and developing hard and soft skills all add up to future success.
By Simon Kent
Identifying and developing leadership talent is a particular challenge for HR. From succession planning and development to external talent acquisition, HR leaders need to ensure there are practices to identify and place talent that will help the business thrive. Even in the face of the pandemic, forward-thinking organisations have prioritised their leadership programmes, ensuring their businesses have a strong direction despite stormy waters.
Many factors have actually increased employee engagement over the last year. Now, the challenge is to keep it on the rise.
By Simon Kent
For some businesses, the COVID-19 pandemic heightened the emphasis on employee engagement, resulting in improvements to worker attitudes and productivity.
For companies seeking a more inclusive, equitable, and diverse workplace, data can reveal a clear path to success.
By Marta Chmielowicz
When an organization came to Korn Ferry with the goal of improving the diversity of its upper-level leadership team, a data-driven root analysis was in order. A close look at metrics around promotion, development, diversity, and employee engagement revealed that the company had no formal performance management and development program in place, but was great at informal development, with tons of opportunities for employees to pursue lateral assignments.
Creating employee career paths is crucial to attracting and retaining the best talent.
By Shalon Travis
When it comes to defining employee experience, there are perhaps as many definitions as there are stars in the sky. But the one thing nearly all HR leaders can agree on is that the goal of a positive employee experience is to reduce unwanted attrition, improve engagement, and build strong teams.
Three strategies can help employers navigate the changes to employee benefits caused by COVID-19.
By Sally Prather
The onset of the COVID-19 pandemic placed most employers in crisis mode, focusing on employee health and safety and the transition to remote work. As companies now begin to focus on recovery and the “new normal,” it’s essential to evaluate longterm workforce strategy to ensure sustainability and growth. A good starting point is assessing health and wellness benefits, a long-standing pain point for many organizations.
2020 has tested employee well-being like never before. Here’s how employers can help.
By Cynthia Coverson
As employers begin to see the “light at the end of the tunnel” one year into COVID-19 amid vaccination rollouts and reopening plans, many are beginning to reflect on just how drastically employees’ needs and desires have evolved during the pandemic. For example, MetLife’s 19th annual U.S. Employee Benefit Trends Study found that this year, more employees than ever have stated employers have a responsibility for the well-being of their workforce. That’s why this is an opportune time to prioritize employee well-being, particularly as many employers begin to make important decisions about the future of the workplace.
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