Articles
The Code on Wages is one of the most important labour law reforms in India and forms the foundation for how organisations manage compensation, equality, and statutory payments. Understanding its core intent and requirements is essential for every employer, regardless of size.
This comparative table provides a clear, side-by-side overview of India’s four key labour codes: the Code of Wages, Code of Social Security, Industrial Relations Code, and Occupational Safety Code. By summarising critical topics such as applicability, exclusions, definitions, and statutory requirements, it enables employers, HR professionals, and compliance teams to quickly understand the similarities and distinctions across these regulations. Whether you are updating policies, ensuring legal compliance, or advising stakeholders, this resource offers an accessible reference point to navigate the evolving landscape of Indian labour law. Reading this table will help you make informed, confident decisions.
Engaging with an HR practitioner—whether for hiring, consulting, or advisory support—is often more complex than it appears. Human resource capability is not built only through formal education; it is largely shaped by hands‑on experience and depth of exposure.
Training is a critical factor in ensuring that individuals are able to deliver consistently and effectively within an organisation. Even when people perform similar roles, the way work is done varies significantly across organisations, making structured training systems essential.
Work from home has been a continuous topic of discussion across organisations and employee forums. While opinions vary on whether work from home should or should not exist, what is more important is understanding its impact on productivity, learning, and capability development.
The term data science is used extensively across industries and technology discussions, and it is equally relevant in the human resource domain. At its core, data science is about using data to make decisions that are more accurate, credible, and difficult to arrive at through intuition alone.
As technology becomes deeply embedded in human resource processes, one of the biggest challenges organisations face is how to efficiently screen large volumes of resumes without compromising on quality or losing strong candidates early in the process.
Organisational culture is one of the most powerful forces shaping how employees behave, perform, and experience work. Whether an organisation progresses, stagnates, or declines is deeply influenced by the kind of culture it creates and sustains.
A job description is one of the most fundamental yet most misunderstood documents in an organisation. When designed well, it becomes a powerful tool for clarity, performance, development, and fairness. When designed poorly, it becomes a source of confusion and conflict.
HR technology has once again started receiving significant attention as organisations realise that they have historically under‑invested in human resource systems. With technology becoming embedded in almost every business function, HR tech now presents a real opportunity to transform how organisations manage people.
There is a lot of discussion today around artificial intelligence and what it can do in the area of human resources. AI, at its core, is about taking decisions or recommending decisions by analysing patterns, parameters, and data that humans would otherwise take a long time to process.
This report explores the real experiences and challenges faced by menstruating employees in Indian workplaces, highlighting gaps in policy, infrastructure, and awareness. Based on a survey of 245 professionals, it reveals strong support for menstrual leave and practical recommendations for employers. Download the full report to discover how organizations can foster a more inclusive and supportive work environment.
Rewards and Recognition is one of the most powerful yet often misunderstood elements of a human resource strategy. While performance management and compensation systems address structure and fairness, rewards and recognition address something deeper—the human need to feel seen, valued, and acknowledged.
Percentile positioning refers to comparative positioning rather than absolute comparison. It helps an organisation understand where it stands in relation to other competing organisations when it comes to compensation and benefits.
Organisational effectiveness, often referred to as OE, is a specialised area within the human resource function that focuses on answering some of the most critical structural questions an organisation faces. These questions relate to roles, skills, levels, and the optimal number of people required to deliver business objectives.
Hiring talent is often discussed as a problem of availability, but in reality, it is more a problem of how organisations look for and identify talent. The market has enough capable people; the challenge lies in recognising them without falling prey to bias or short‑cut thinking.
Building succession and preparing the next line of leadership is one of the most critical responsibilities of senior leadership. It ensures business continuity and reduces the risk associated with sudden leadership exits. Succession planning is complex and requires a structured, specialist‑driven approach.
Hiring at leadership levels is one of the most complex and high‑impact decisions an organisation makes. Leadership hiring errors are expensive, disruptive, and often take years to correct, which is why organisations need a far more deliberate and structured approach when selecting leaders.
One of the most common questions organisations ask is what the appropriate HR to employee ratio should be. While there are many opinions and numbers available publicly, the right answer depends heavily on how an organisation defines the role of its HR practitioners and what it expects them to deliver.
One of the questions organisations frequently ask is what kind of salary or cost they should be paying their HR staff. Since HR plays a critical role in shaping culture and supporting business outcomes, this decision needs to be approached with clarity and consistency.
Every organisation incurs a cost to manage its people, but many leaders are not fully clear about what constitutes an HR budget and what an optimum HR budget should look like. Having clarity on this helps organisations plan better and understand the real cost of managing their workforce.
Reducing employee attrition is one of the most frequently asked questions by organisations, yet it is often approached in an overly simplistic manner. Employees leave organisations for a wide range of reasons, many of which are unique to the organisation’s context, culture, and operating environment.
In the business world, the terms line and non‑line functions are used very frequently, especially when discussing organisation structure and human resource practices. Understanding what these terms mean and why organisations divide functions in this manner helps explain how resources and benefits are allocated.
When organisations talk about having a fully operational or evolved human resource function, the question that naturally arises is what such a function should actually be delivering. Understanding this helps organisations assess the maturity of their HR capability and identify gaps that need to be addressed.
An assessment centre is a structured program that uses multiple methods and multiple tools to arrive at a well‑rounded view of an individual. It is commonly used to support decisions related to promotions, leadership development, training identification, and in certain cases, specialised role selection.
45, When hiring an employee what kind of information is required to be collected (joining documents)
When a new employee joins an organisation, one of the first responsibilities of the HR function is to ensure that the right information and documents are collected. Some of these requirements are governed by law, while others are considered good governance and best practice.
When organisations think about building a training function or strengthening capability development, one of the first questions that arises is how training should be structured. Understanding the different kinds of training helps organisations design programs that are relevant, effective, and aligned to actual work requirements.
One of the most common areas of confusion in human resources relates to the terms compensation, salary, and benefits. These terms are often used interchangeably, even though they mean very different things and serve different purposes in an organisation’s reward framework.
Finding the right talent has become one of the most prominent challenges for organisations as the Indian economy continues to evolve. A significant portion of HR budgets today is focused on talent management, which includes both acquiring new talent and retaining existing employees.
One of the questions business leaders often ask is how to measure the performance of a human resource practitioner. Unlike sales or production roles, HR work is not always directly visible, which makes appraisal and increment decisions more difficult if there is no structured measurement system.
