In India, labour is a subject in the Concurrent List. Since it is in the Concurrent List, both the Parliament and the state legislatures can enact laws on it. As per the Central Government, before the new labour codes were passed, there were more than 40 central laws and more than 100 state laws on labour and related matters. The Second National Commission on Labour (2002) recommended that the central labour laws should be integrated into groups like:
Talent management. Those two little words make every HR professional both proud and mildly terrified. On one hand, it’s the sacred art of finding the right people, shaping them into the ideal workforce, and ensuring that they remain as engaged as toddlers at a candy store. On the other hand, it’s a never-ending rollercoaster of awkward interviews, unpredictable office personalities, and constant recalibration of expectations. You see, talent management isn’t just a department—it’s a journey. And like any epic quest, it’s fraught with challenges, missteps, and occasionally, heroic moments of brilliance.
Life constantly teaches us the balance between holding on and letting go. Whether it’s a borrowed item that feels like our own, a temporary role we settle into or a Leadership position we invest deeply in, we often forget that some things are never truly ours to keep.
In the current volatile, uncertain, complex and ambiguous socio-economic environment, organizational sustainability is the need of the hour. Though the organizational life cycle follows a typical path, every organization cannot survive forever. Very few organizations in this world maintain their continual growth. Decisions taken by the team from time to time make the difference. There are many myths about right or wrong decisions. But the truth is far away from the discussions and general opinion. There is a need to understand the importance of decision-making to get the organization going with its continual growth without affecting future generations. This article talks about decision-making in organizations for their sustainability. It also talks about the myth prevailing about it, where people are either unable to make decisions or leave it to others as a strategy.
In an era defined by the BANI paradigm—Brittle, Anxious, Non-Linear, and Incomprehensible, this article introduces the ‘3D Leader,’ a dynamic framework designed to navigate this complex landscape. This model integrates three essential dimensions: Systems and Structural Leadership (X-axis), focusing on building resilient frameworks; Adaptive and Creative Leadership (Y-axis), emphasizing rapid innovation and flexible problem-solving; and Purpose-Driven and Empathetic Leadership (Z-axis), prioritizing human connection and ethical decision-making. This article also explores the shift from VUCA to BANI, highlights the principles of the Heart Economy, and provides practical examples of how these dimensions manifest in real-world leadership scenarios. Ultimately, the 3D Leader offers a roadmap for navigating the uncertainties of the modern world, emphasizing the necessity of integrating strategy, creativity, and wisdom for sustainable success.
First, you hate it. You hate the thought of it, the strain, the sweat, the exhaustion. You’d rather do anything else. Anything that doesn’t involve pounding your feet against the pavement, your breath getting heavy, or your body aching. Running is the last thing on your mind when the opportunity for physical activity comes around. You would rather choose Cricket, basketball, football, or even just lifting weights over the monotony of running. Unlike those sports, however, running doesn’t require any special equipment or a team. It’s just you, your shoes, and the open road. But then something changes.