Usha Chirayil

In Part Five of 'Survival of the Fittest,' Amrop Partners explore the evolving role of the CHRO as a strategist, business partner and essential ally to the CEO. With growing responsibilities in shaping a compelling vision and vibrant culture, the CHRO's future looks promising 🌟, yet progress is uneven. Discover the latest insights on the evolution and future of the CHRO in our full article 📈 #BusinessLeadership #CHRO #ExecutiveSearch #Amrop #Csuite

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Rakesh Seth’s Every Manager Should Know HR is a comprehensive guide designed to demystify the fundamentals of human resource management for managers who are not HR specialists. The book emphasizes the role of HR in driving organizational success and demonstrates how managers can integrate HR practices into their day-to-day work. Key Themes and Insights 1. Core HR Principles for Non-HR Managers Seth explains the foundational HR concepts, such as recruitment, training, performance management, and employee engagement, in a simplified manner. The focus is on enabling managers to understand how these principles impact team performance and organizational culture. 2. Link Between HR and Business Strategy The book stresses that HR is not just an administrative function but a strategic one. Seth shows how aligning HR policies with business goals can lead to better productivity, innovation, and competitive advantage. 3. Practical Tools and Techniques Seth includes guidelines for hiring the right talent, conducting performance reviews, and fostering a positive work environment. 4. The Manager’s Role in HR The book reinforces the idea that managing people is a core responsibility of every manager, regardless of their department. Seth provides actionable advice on how to motivate teams, handle conflicts, and ensure employees remain engaged. 5. Adapting to Modern HR Trends Seth addresses contemporary HR challenges, such as managing diversity, adapting to remote work, and leveraging HR technology, making the book relevant for today’s rapidly changing workplace dynamics. Why You Should Read This Book 1. For Non-HR Professionals: This book bridges the knowledge gap for managers who do not have formal HR training but need to manage people effectively. It is perfect for leaders who want to learn HR skills in a straightforward, no-nonsense way. 2. Actionable and Practical: The book is filled with real-world examples, making it not just theoretical but a hands-on guide for managers who want to immediately apply HR practices in their work. 3. Focus on Strategic Impact: By linking HR practices to business outcomes, Seth provides a compelling case for why managers must actively engage in HR to drive organizational success. 4. Relevant to Modern Challenges: The book’s focus on contemporary topics like remote work, technology in HR, and diversity makes it a must-read for managers in today’s evolving workplace. Recommendation I highly recommend Every Manager Should Know HR for managers at all levels who aim to enhance their leadership effectiveness. It is particularly useful for team leaders, department heads, and entrepreneurs who may not have a dedicated HR team but need to understand how to manage people strategically. Reading this book will not only help in fostering a more engaged and productive workforce but also in aligning HR practices with business objectives for long-term success.

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Performance management can be a tricky terrain 😵. HR leaders struggle to translate individual performance into tangible business value. With multiple goal frameworks, confusion around appraisal frequencies, and techniques like 9boxing, behaviorally anchored rating scales, and continuous feedback, HR leaders have their hands full. We're simplifying these complexities in our upcoming masterclass featuring Vikas Yadav Function Leader – Talent Management, PeopleStrong, in conversation with Amit Thapliyal, SVP, PeopleStrong. But before we dive in, we want to hear from you. ❓Ask us anything❓ – tactical, operational, or strategic – about performance management.  Your questions, our expertise. The selected ones will be spotlighted in our upcoming Masterclass and on social media 🚀 Send us your questions here: https://lnkd.in/grcYTAtK

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Evolution of the #CHRO role in India is an insightful article. Of the trends highlighted in the article, two stand out and make me curious. Firstly, the rise of female CHROs is encouraging, but what is the underlying factor? Is it merit-based hiring or positions set out for women only? Additionally, we should deep dive into the impact of this trend on business performance. The quote, "CEOs and boards expect CHROs to be their proactive and strategic advisors, bringing a 'business ownership' mindset as opposed to focusing only on the HR agenda," should be a wake-up call for all #HumanCapital professionals. Another valuable insight is the underrepresentation of CHROs on #boards. The strategic value of Human Capital professionals goes beyond hiring and retention and is an untapped potential. I hope several people read this article and give CHROs a chance. 😀 #breaktheglassceiling Thank you, Atul and Sachi, for your astute viewpoint.

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32 people !! That’s the size of the larges team I have handled. Leading talent management and Organization Development across 10 countries, alongside HR responsibilities for 4 countries, demanded a delicate balance between assessing organizational design and prioritizing business needs as an HRBP. I interacted with a diverse group spanning ages 23 to 52, including single parents and caregivers scattered across various time zones. Encouraging my team members to interact with senior leaders and present their recommendations empowered them to shine independently, ultimately establishing credibility with key stakeholders. This assistance in building credibility with senior stakeholders within the business proved advantageous to me in two crucial ways: 1. Streamlining decision-making and expediting solution delivery. 2. Cultivating a strong sense of ownership throughout the implementation process. Based on my experience managing remote teams with diverse needs and spanning different time zones, here are some valuable tips: 1. Build Trust: Build trust and rapport with team members through regular communication, feedback, and recognition of their contributions. 2. Empowerment: Provide support and empower team members to take ownership of their work. Encourage them to voice their ideas and concerns, and provide them with the resources they need to succeed. 3. Encourage Flexibility: Foster a culture of flexibility and understanding to accommodate the needs of team members in different time zones. Encourage autonomy and empower team members to manage their own schedules and prioritize tasks effectively. 4. Promote Inclusivity: Be mindful of inclusivity and make an effort to include team members from different time zones in discussions, decision-making processes, and social activities

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Perfect recipe for HR-achaar! A bridge too far? Few years back, I attended a meeting where the HR head presented his thoughts on a new people engagement strategy. It was detailed, data-driven, and incorporated the latest HR trends. However, as his presentation went on, I noticed furrowed brows and befuddled expressions of the line managers in the hall. During the Q&A session, one gutsy manager stood up and asked, "This all sounds great, like it did last year, but I am unable to see how does it help me with the daily challenges my team faces?" Those few moments of pin drop silence, before the HR head spoke again, struck me. Have you noticed that most of the ‘gyaan’ (aka insights) about people and team dynamics, especially on platforms like LinkedIn, comes from HR leaders? While there is no denying that HR as a function plays a crucial role in shaping workplace culture and people policies, it’s often the line leaders—those on the shop floors, managing teams day in and day out—who have the most direct and practical experiences of their people. Imagine the richness of perspectives if we heard more from the business leaders and managers who interact with employees on a regular basis. Their real-world views could provide genuine and firsthand insights into the nuances of team dynamics, employee motivations, and the everyday challenges faced by the employees. One of the biggest misconceptions in many organisations is the belief that the HR understands employees better than their direct managers. This illusion creates a disconnect, where HR sees itself (and is conveniently seen) as the sole custodian of people, rather than a business partner in supporting line leaders to manage their teams effectively. In successful and mature organisations, the HR strives to understand how to run the business WITH people instead of merely running people FOR the business. This involves real business partnering by collaborating more closely with line leaders, gaining a deeper appreciation of business operations, and leveraging this knowledge to enhance people experience and productivity. It's time for leaders to coach more HR managers to step out of their ivory tower and into the real world. By doing so, they can better support managers, foster a more inclusive culture, and ultimately drive organisational success through a more realistic approach to people management. Let’s hear more perspectives and insights on people from the line leaders. Together, HR can create a more balanced and effective approach to managing the most valuable resource - people. Let’s bridge the gap. #humancapital #HR #peoplemanagement #linemanagers #leadershipunplugged

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Continuous evolution and adaptation within each industry and profession underscores the undeniable power of change. It is the transformative force that drives innovation, stimulates growth, and challenges the status quo. Embracing change not only fosters resilience and agility, but it also opens up pathways for progress and success. By recognizing and harnessing the limitless potential of change, individuals and organizations can navigate the dynamic landscape of today's world with confidence and purpose, carving a path to a future where possibilities are limitless, and opportunities abound. #ceo #leadership #management #humanresources #marketing #director

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HRBP is No more, HCBGD is the new norm ----- Dr Sanjeev Dixit, Global HR Leader, Culture & Life Coach The shift from the traditional Human Resources Business Partner (HRBP) model, introduced by David Ulrich in the 1990s, to the Human Capital Business Growth Driver (HCBGD) concept developed by Dr. Sanjeev Dixit reflects a significant evolution in business expectations. The HRBP model positioned HR as a strategic partner, ensuring alignment with business goals, but over time, its role has been critiqued for becoming too passive or merely supportive without directly influencing business outcomes. Dr. Dixit's HCBGD model redefines HR’s role by directly linking human capital strategies to business growth, making the HR function a critical driver of measurable business impact. This model shifts HR’s focus toward: 1. Talent Effectiveness: HR moves from supporting employee management to actively driving talent productivity and engagement, ensuring employees contribute meaningfully to business goals. 2. Change Readiness: HCBGD emphasizes HR’s role in preparing the organization for change, fostering agility, and ensuring leadership readiness to navigate evolving market demands. 3. Ownership-Driven Culture: Unlike the HRBP, which focuses on alignment, HCBGD promotes a culture where every employee takes ownership of their contributions, tying their performance directly to business success. 4. Culture Intelligence (CI): HCBGD integrates CI to develop leaders and stakeholders who understand the cultural nuances that drive high performance, engagement, and retention. This contrasts with HRBP's focus on business strategy support. 5. Profit and Productivity Enhancement: The HCBGD model demands HR actively engage in profit generation by improving per capita cash profit through enhanced productivity, moving beyond HRBP's traditional cost-centered focus. Comparatively, research suggests the limitations of the HRBP model in addressing the rapid changes in business environments. According to Harvard Business Review (HBR), HRBPs often find themselves unable to keep up with the fast-paced demands of businesses due to structural limitations and a focus on operational tasks rather than strategic impact. Studies also indicate that HRBPs can struggle to demonstrate a clear return on investment, leading businesses to seek a more integrated, results-driven approach to HR. In contrast, the HCBGD model aims to break these constraints by placing HR leaders on the same level as CFOs, who are seen as business growth drivers through financial acumen. The CHRO, in this model, is not just a people manager but a key executive responsible for driving profitability through human capital. As businesses move towards a more dynamic, outcome-driven future, the role of HR is shifting from being a partner to being a central force in driving revenue growth, making the HCBGD model a forward-thinking approach to HR management in the modern business landscape. #drsanjeevdixit #HRBP

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Along with my colleague Bhaskar Das, I facilitated a client workshop with their top team. The HR head is a keen OD practitioner as well, and was (as per his note) learning from us along the way. Facilitation skills are learnt over time and each of us need to develop our own style. But some core concepts are useful to remember. At Think Talent Services, we tend to use some principles in facilitation, as in much of our Talent Management work. 1. The Carl Roger's philosophy : Help the helpee help themselves. (Our translation: Any individual or team must set their own agenda and actions, and work through the path themselves, with some nudges and insights from facilitators) 2. The Flow Model : Happiness comes from a deep immersion in one's work and challenges, and should be in the zone of stretch capability. (Our translation: The individual's or team's capability is a key ingredient in the equation of optimal performance, and must be examined with an clinical eye of external facilitators. There is no point in taking any team down a garden path) 3. The facilitator must first think of the client and the effectiveness/outcome of their work than creating an impression of goodness only. (Our translation: Sometimes facilitators can get caught in their own worldview, survival needs and the need to be appreciated as a facilitator, and can lose the larger purpose) We work with many clients and have a pool of great facilitators who work as part of our extended team. They all have their own styles, akin to leadership. There is no one facilitation style, one has to learn to develop one's own style and be comfortable with it. Not all those who come across you as a facilitator will 'like' that style, and many will love it, and find it useful. So choosing one's own path as a facilitator and coach is key to effectiveness. Here is a video about different styles of "orchestrating". This is one of my favourites and has helped me learn a lot in working with teams, as a leader, and as a facilitator. #facilitation #leadership #topteams Saurav R Mohanty Supreet Malhotra Rustom Vesavevala Shivin Tikoo Bhaskar Das Joe Chacko https://lnkd.in/gK3iq9Wm

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Do you recognize your teams? Reward and recognition (R&R) practices for individual employees have become quite popular in organisations. And there is no denying the positive impact these have on building a high- performance culture. However, it is strange that recognition of teams- the entity that is responsible for executing majority of the tasks, is still so uncommon. This calls for a re-think. While individuals must be recognised and incentivized for their superior accomplishments, to not consider team as an entity for recognition iamounts to not leveraging a big opportunity. For one, individual recognition alone seems to be nurturing hyper competitiveness. Sometimes at the cost of the purpose for which the recognition practices are instituted. For the other, Team, the entity that owns up divisional and key business outcomes, is not being strengthened. Maybe there are some challenges. One of the common ones that comes up is how can we have common reward and recognition for all the members of a team when different members have contributed differently to an accomplishment? Well, that’s why you have individual recognition practices, over and above the team rewards - to factor the variation in individual contributions. Why should that come in the way of acknowledging the team as an entity? When we recognise teams – the regular work groups, cross functional or project teams, we are incentivizing synergistic functioning of team working towards a common objective. So vital for organisational excellence. It’s important that this practice is leveraged more. And one way is to share the best-practices on team recognition and learn from each other. Some of the common practices to recognize teams (where teams are recognized) are: Team lunch, team outing, time off etc. We can enhance these practices. While we celebrate their accomplishments, we can also share how the team works that produces superior results; how members step forward and bend backward to support other members when they need help; how freely different perspectives are presented and deliberated and buy-in of all the members is valued etc. Business forums can be utilized for this sharing. Such sharing can serve as a roadmap for other teams to catch up. What practices have you seen to recognize and nurture team excellence? #recognition #teams #excellence #synergy #highperformance #culture  

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#TalentAcquisition2024 #TalentAcquisitionprofessionals It is time to face a reality check for those who think that TA is “merely storytelling” or a “subset of HR”. In this age, Talent Acquisition is not just an office; it is the foundation upon which the achievement of organizations’ goals are built. Did you happen to know? 73% of CEOs see talent shortage as a critical business risk (PwC, 2023) Companies with strong TA strategies are 3.5x more likely to outperform their peers (Gartner, 2024) Efficient TA can reduce time-to-hire by half and cost-per-hire by a third (SHRM, 2023) If it was so simple why: 87% of HR leaders prioritize TA transformation (Deloitte, 2024) 68% of organizations struggling to find skilled talent (ManpowerGroup, 2023) Companies invest $4425 per new hire on average. (SHRM, 2023) TA professionals aren’t just "copy-paste writers" but rather they are: Employer brand architects Market intelligence gatherers Diversity champions Candidate experience designers Data-driven decision-makers In fact, in this current time when over three-quarters of job seekers want tailor-made hiring experience (LinkedIn, 2024), what we have now in terms of human resource management is not noise but business expansion melody. To skeptics: Quit criticizing and attempt to fill any critical vacancy in a competitive market. Who knows? You may have a different perception of the art as well as the science behind the AC. #TalentAcquisition #HiringStrategy #EmployerBranding #WorkforcePlanning #HRInnovation #RecruitmentExcellence #TalentManagement #BusinessGrowth #FutureOfWork #HRLeadership

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Planning…..the most underused and underrated skill in HR. When the present is pressed hard to our faces so that we have no way to look ahead or away, we miss opportunities to improve and innovate. With out a strong planning capability, execution and strong performance don’t exist. How can you execute what you don’t know? Invest in creating strong planning and prioritizing capabilities for yourself and your team!

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“𝐀𝐬 𝐜𝐮𝐥𝐭𝐮𝐫𝐞 𝐛𝐞𝐜𝐨𝐦𝐞𝐬 𝐩𝐚𝐫𝐚𝐦𝐨𝐮𝐧𝐭, 𝐩𝐞𝐨𝐩𝐥𝐞 𝐰𝐢𝐥𝐥 𝐧𝐞𝐞𝐝 𝐭𝐨 𝐛𝐞 𝐫𝐞𝐩𝐮𝐫𝐩𝐨𝐬𝐞𝐝.” This powerful insight from Vikram Tandon, in conversation with Vijayakumar Rajagopal PCC, ACTC Systemic Coach at the Coaching Culture Circle Conference '24, sets the stage for a deep exploration of “𝘛𝘩𝘦 𝘈𝘯𝘢𝘵𝘰𝘮𝘺 𝘰𝘧 𝘢𝘯 𝘏𝘙 𝘓𝘦𝘢𝘥𝘦𝘳: 𝘌𝘴𝘴𝘦𝘯𝘵𝘪𝘢𝘭 𝘚𝘬𝘪𝘭𝘭𝘴, 𝘚𝘵𝘳𝘢𝘵𝘦𝘨𝘪𝘤 𝘝𝘪𝘴𝘪𝘰𝘯, 𝘢𝘯𝘥 𝘵𝘩𝘦 𝘌𝘷𝘰𝘭𝘷𝘪𝘯𝘨 𝘙𝘰𝘭𝘦 𝘰𝘧 𝘈𝘐 𝘪𝘯 𝘚𝘩𝘢𝘱𝘪𝘯𝘨 𝘖𝘳𝘨𝘢𝘯𝘪𝘻𝘢𝘵𝘪𝘰𝘯𝘢𝘭 𝘊𝘶𝘭𝘵𝘶𝘳𝘦.”  As AI continues to reshape the workplace, it’s crucial for HR leaders to not only embrace these technologies but also rethink how roles adapt and evolve. 𝐈𝐧 𝐭𝐡𝐢𝐬 𝐬𝐞𝐬𝐬𝐢𝐨𝐧, 𝐲𝐨𝐮’𝐥𝐥 𝐝𝐢𝐬𝐜𝐨𝐯𝐞𝐫: - Key competencies for navigating today’s tech-driven landscape. - Cultivating a mindset that anticipates change and drives innovation. - Enhancing workplace dynamics to foster psychological safety, fairness, and transparency. 𝐊𝐞𝐲 𝐈𝐧𝐬𝐢𝐠𝐡𝐭: It’s not just about adopting new technologies; it’s about leveraging them to enrich the human experience within organizations. Ready to transform your organization’s culture in an AI-driven world? Watch the full session for actionable insights! 👉 𝐂𝐥𝐢𝐜𝐤 𝐡𝐞𝐫𝐞: https://lnkd.in/gxU_iAPR #uExcelerate #HRLeadership #AIinHR #OrganizationalCulture #FutureOfWork #CoachingCulture #CCC2024

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🌟 Unlocking the Power of Leadership: Which Style Defines You? 🌟 Leadership isn’t one-size-fits-all. The best leaders adapt their style to meet the needs of their team and the challenges they face. Here’s a quick dive into the fascinating world of leadership styles. Which one resonates with you? 🔵 Transformational Leader: Inspires and motivates by creating a vision for the future. These leaders are change agents, always pushing the envelope and encouraging innovation. Think of them as the visionaries who turn dreams into reality. 🔵 Transactional Leader: Focuses on structure, rewards, and performance. This style is all about efficiency and achieving set goals through clear processes and standards. Perfect for environments where consistency and discipline are key. 🔵 Servant Leader: Puts the team first and shares power, helping people develop and perform as highly as possible. They lead with empathy, ensuring that their team’s needs are met. This style fosters a strong sense of community and loyalty. 🔵 Democratic Leader: Values team input and builds consensus before making decisions. They promote a collaborative and inclusive environment, ensuring everyone has a voice. Great for harnessing collective intelligence and fostering creativity. 🔵 Autocratic Leader: Makes decisions independently, often without input from others. This style is effective in crisis situations where quick, decisive action is needed. However, it’s important to balance this with team morale and engagement. 🔵 Laissez-Faire Leader: Offers minimal supervision and allows team members to make decisions. This hands-off approach works well with highly skilled, self-motivated teams. It promotes autonomy and encourages personal growth. 🔵 Charismatic Leader: Relies on charm and persuasion to influence others. They inspire enthusiasm and are often very effective in rallying their teams around a cause or vision. Their energy is contagious and can drive incredible results. Each style has its strengths and potential pitfalls. The key is to remain flexible, continually assessing and evolving your approach to meet the needs of your team and the demands of the moment. 🔍 What leadership style do you most align with? Have you seen a particular style work wonders in your organization? Share your thoughts below! #Leadership #Teamwork #Management #ProfessionalDevelopment #CareerGrowth #LeadershipStyles #TalentForge360 #Recruiting #Recruiter #Career www.talentforge360.com

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A rather nice thing happened to me last Friday. As we were winding up after completing an employee engagement festive quiz for a corporate client in Kolkata, a senior participant came up to me and said, "Souvik, I really enjoy your quizzes. You ask questions from things that are known to us, yet often unknown to us in some way. I always felt that quizzes were difficult and questions were asked on nerdy subjects, but your quizzes have changed my perceptions. This is the third year you hosted this quiz for us and I have liked them every year. Also, I like the way you encourage the teams to attempt your questions and you look genuinely happy when someone gets it right. Hope to participate in your quiz next year too." Thank you Sir for your nice compliments and I also hope to see you next year. You made my day! As a quizmaster, I have always believed that most questions in a quiz, if not all, should be from topics which majority of the participants have heard of. And, this is something I try to incorporate in every quiz I do. Also, I am REALLY happy when my questions get answered as a correct answer always shows a connect among participants, audience and quizmaster. Thank you Sir for your kind words, they will serve as encouragement for my future quizzes. #Quiz #Quizmaster #TriviaTales #employeeengagement #funatwork #corporatequiz

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As part of the 'Reiteration Series', lets look at the next podcast featuring Sanjay Devudu, an experienced HR and OD professional. Sanjay shares insights on thriving in a corporate career, emphasizing the importance of understanding business, managing stakeholders, and making learning contextual. Highlights: Gathering learning needs and diagnosing performance problems: Sanjay stresses the importance of having ears on the ground to gather learning needs, rather than relying solely on surveys. He suggests observing employee morale, listening to informal conversations, and participating in meetings to gauge the organizational climate. He emphasizes the need for constant conversations with managers and leaders to uncover real issues and challenges, bringing an empathetic approach to understanding and addressing performance problems. Approach for learning consultants working with different generations: Sanjay discusses the different approaches needed for Gen Z/Millennials versus older generations. For younger generations, he recommends short, bite-sized learning that matches their shorter attention spans, incorporating simulations and gamification. For older generations, he suggests a hybrid approach that combines traditional ILT with tech-enabled learning programs, emphasizing the importance of communication in introducing new learning methods. For more such insights tune in to view/listen to his full podcast: View>YT: https://lnkd.in/gCZxyT_w Listen>Spotify: https://lnkd.in/gJvQwTnP #talentmanagement #learninganddevelopment #leadershipdevelopment #TheMondayMorningLearningPodcast #SaiAcuity #india #ashokleyland #Mylan #Dell #ICICIBank #GE #ISB

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A Perspective of A Young Professional. A recent dialogue with the CHRO of a rising startup shed light on the evolving priorities of today’s fresh graduates when choosing an employer. A budding HR professional provided key insights that reflect a shift in what young workers value: First Contact: The first interaction with a potential employer is crucial. It sets the tone, showing whether the company is welcoming and patient, and if it values understanding and nurturing new talent. Researching the Company: Young professionals thoroughly investigate potential employers, focusing on the longevity of the founders, managers, and peers. This reflects the company’s culture and stability, which are vital for those seeking long-term opportunities. Workplace Logistics and Safety: Practicalities like commute distance and workplace safety are significant. Accessibility and a secure environment are essential for maintaining work-life balance and well-being. Understanding Personal Space and Time: Corporates in India must recognize the growing importance of personal space and time for young professionals. This generation places a high value on work-life balance and seeks employers who respect and support their need for personal time and space. I believe these observations was an eye opener for me as it underscores the need for companies to align their practices with the expectations of the young workforce, focusing on transparency, cultural fit, and respect for personal boundaries to attract and retain top talent.

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