Tag Archives: Leadership

A Step Ahead

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.

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The Leadership Equation

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.

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Empowering Women in the Workplace

Mid-market businesses still have a long way to go to achieve true gender diversity.

By Marta Chmielowicz

COVID-19 has amplified the challenges faced by working women, driving millions to reconsider their careers as they are forced to shoulder the majority of home schooling and caregiving responsibilities. This moment provides an important opportunity for employers to rethink how they support and retain their female employees.

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Getting Digital Transformation Right

Organisations on a tech-driven journey will need strong leadership at the helm to succeed.

By Marta Chmielowicz

The COVID-19 pandemic has significantly accelerated digital transformation in the workplace, forcing people and employers alike to embrace virtual tools in nearly every aspect of life. Whilst this has allowed employees to remain connected in a time of extreme uncertainty, some organisations are struggling to keep pace with the technology breakthroughs.

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Leadership Deficient

New research shows that organizations are facing a significant gap when it comes to the leadership bench.

By Stephanie Neal and Rosey Rhyne

The pandemic has truly transformed how business and work gets done. As a result, leaders and teams must constantly adapt to meet not only business needs, but also individual needs such as safety, engagement, and balance.

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CEO’s Letter: Manager Level Development is Vital to Employee Engagement

HRO Today

By Elliot H. Clark

For a moment, imagine that we are living in the past. You are standing at an HR conference asking a group of HR professionals what creates employee engagement. You get a variety of answers, and the explanations are complex and involve multiple elements—more like a “recipe” than a “thing.” HR knows that employee engagement is the result of several different elements working together. Good survey scores are an expression of good employee engagement, not a “thing” unto themselves.

Then, at the same mythical conference, you ask the question to random managers. In response, you get a blank stare or a survey score. In many companies, managers just don’t know what drives engagement. Is this the failing of HR? Maybe, but the truth is that like all HR problems, it is a complex one. The HR community has spent literally hundreds of millions of dollars on employee engagement surveys over the past five decades, and the reportability of the data collection process has become the focus of much of the dialogue between managers and HR.

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The State of HR

Understanding the current state of the HR profession is essential to ensuring future success.

By Marta Chmielowicz

Over the past year, HR professionals have been at the forefront of change, guiding their organisations through the challenges of the COVID-19 pandemic. The CIPD’s 2020 People Profession Survey offers a snapshot of this critical inflection point for the people profession, demonstrating the vision, agility, and strength that HR brings to the table in a moment of crisis.

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From Peripheral to Front and Centre

The COVID-19 pandemic has reaffirmed the importance of HR as a strategic business partner.

By Simon Kent

With the greatest impact of the pandemic falling on an organisation’s people, it is not surprising that the past year has increased the need for strategic and strong leadership within HR. Research from HR software provider Personio shows the HR function has played a critical role in the business response, with eight out of 10 respondents saying HR has been integral to helping their organisations successfully adapt to the new normal. Encouragingly, nine out of 10 rated the function’s response as “good” or “very good.” Overall, 71% of respondents believe HR has added strategic value to the business during the pandemic—with the same amount saying the HR function has been more closely involved at the board and senior level.

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A Strong Case for Humanity

After a trying year, leaders are finding success motivating and inspiring employees through acts of empathy.

By Marta Chmielowicz

As the world faced unprecedented challenges in 2020, employers differentiated themselves in equally unprecedented ways. Flexibility, transparency, emotional well-being, health and safety, inclusion, work-life balance—all of these became key priorities as companies squared off against an unpredictable future. The central element unifying these strategies? Empathy.

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Strategies for Success

Paysafe’s virtual employee engagement events improved connection, well-being, and leadership.

By Marta Chmielowicz

When Paysafe was confronted with the reality of the COVID-19 pandemic last March, it faced significant challenges. The culture of the organisation was largely office-based and centred around town halls, events, and parties; the executive leadership team was in the process of restructuring; revenues fell dramatically overnight; and the heightened risk of cyberattacks required new measures to protect the business.

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