Journalist, writer & editor, Founder https://teapawt.org/t.co/825AibWKI9
New Delhi
Joined June 2009
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757 candidates compete for every VP HR opening.
HR Technologists face just 5.
The HR profession has spent decades steering people towards the most crowded rooms in the building.
The market is rewarding scarcity, not seniority.
[Link]
hrkatha.com/features/researc…
Day 16 of my @SamsungIndia fridge breakdown. The fridge stopped working. Customer service, however, seems fully operational: endless follow-ups, zero accountability, and complete silence even after escalation to senior leadership. Both now appear equally unresponsive.
A quiet power shift is reshaping HR.
The org chart still says “Human Resources”.
But increasingly, the power inside HR sits with those modelling workforce costs, productivity, and business scenarios.
My latest editorial for @HRkatha
hrkatha.com/special/editoria…
The 11 p.m. message isn’t work culture. It’s structure.
In global teams, those closer to decision-making set the rhythm. Those in delivery adapt.
Availability becomes expectation.
This isn’t about commitment. It’s about power.
hrkatha.com/special/editoria…
Prajjal retweeted
Meet your jury ✨
@Prajjal
Founder & Chief Editor, @HRkatha
Happiest Places to Work Awards™️
#HPTWAWARDS #HRKatha #Prajjalsaha #July2026
Register now- happiestplacestowork.com/
By the time organisations act, the future has usually already arrived.
What looks like foresight is often just faster reaction.
Anticipation demands acting before certainty shows up.
That’s where most hesitate.
Read: hrkatha.com/features/hr-pops…
Comfort builds confidence.
It can also limit where you go next.
In @HRkatha's #herSTORY, RichaDubey of @NayaraEnergy chose complexity over stability, and what that shift demands.
Read: hrkatha.com/features/herstor…
Most companies believe in meritocracy. But can meritocracy say “no” to the CEO’s daughter? Run a fair process, and it risks becoming theatre. Bypass it, and credibility takes a hit. So what should HR do?#HRKathaCaseInPoint #Meritocracy
hrkatha.com/features/case-in…
The room usually reveals itself after the decision is made. Context isn’t instinct or experience. Both can mislead. It’s knowing what will work here and now, and why. Most skip the hard part. Reflection.
hrkatha.com/features/hr-pops…
Spoke with @kshankar21 on AI and the future of work.
His view: workforce reduction is inevitable.
But the bigger challenge is human.
“AI will recommend. Humans must decide.”
Worth a read: hrkatha.com/people/dialogue/…
Are we overestimating disruption and underestimating adaptation? Vinod Nair's grounded take - Skills will rise, degrees won't disappear;
AI will grow-after validation, not hype; Career paths will shift, won't collapse Most organisations evolve. Layer by layer. hrkatha.com/features/hr-fore…
“Keep learning.”
But when learning never stops, does it become pressure?
Are employees growing—or just trying to stay relevant?
A sharp POV on HRKatha.
Read: hrkatha.com/features/point-o…
#Upskilling #FutureOfWork @ranjithmenon @KamleshDangi15 @_RRKabel
Prajjal retweeted
Uncertainty isn’t the problem—our discomfort with it is.
Rushing for clarity often leads to poor decisions.
The real edge? Navigating ambiguity with clarity of thought.
Read more: hrkatha.com/special/editoria…
#Leadership #DecisionMaking #FutureOfWork
$50B flows into India from Gulf workers annually—3.5% of GDP.
How many companies are planning for disruption?
Almost none.
Waiting for certainty has a cost. I call it the certainty tax.
hrkatha.com/special/editoria…
Most AI transformations don’t fail in the system. They fail in the mind. When employees hear “AI is coming”, they don’t hear efficiency. They hear: am I still needed?
That’s the gap ShikhaSaxena of @HCL_Healthcare is talking about hrkatha.com/features/perspec…
Agentic AI will handle 95% of routine decisions autonomously. The 5% left for humans will be the most consequential ones. Organisations are investing heavily in the former. Most have barely started preparing for the latter.
hrkatha.com/features/researc…
Companies don’t have a retention problem.
They have a budgeting problem.
Hiring is funded.
Retention is expected.
Hiring has teams, tools, incentives.
Retention has surveys and exit interviews.
We optimise what we fund—
then act surprised by attrition.
We’ve built systems that are very good at bringing people in, and structurally indifferent to keeping them.
hrkatha.com/special/editoria…