Some believe that Silicon Valley is heartsmitten by male chauvinistic thinking. Gender and ethnic diversity are vehemently controversial topics for the technology cluster in which top companies including Google, Facebook and Apple have shown a lack of diversity. The Ellen Pao v. Kleiner Perkins gender bias and retaliation trial, transfixed nations business community for its slanderous allegations and big-shots. Even though, the most high-profile case in Silicon Valley reached an end following weeks of testimony and days of colloquium, it has left a menacing note showing that much work remains on social policy, law, and gender and sexuality in the Bay Area.
In this issue, we looked the legal repercussions of not addressing such unsavory and misogynist issues to promulgate what can be done to decrassify it in Legal Hub (p86).
Happy reading!


In this edition, we delve into a pressing workplace issue that often goes unnoticed: playing offensive music and its implications as sexual harassment. We shed light on the importance of maintaining a respectful and inclusive environment for all employees.

We present insightful articles on cutting costs while preserving morale, tackling the challenges posed by overbearing emailers, and profiling influential HR leaders who are transforming the world of work.

This issue also highlights the recently enacted Pregnant Workers Fairness Act, providing expectant employees with enhanced rights and protections. Furthermore, we explore the power of cultural connection, combatting e-presenteeism among remote workers, and Netflix's unconventional HR strategies.

We conclude with a discussion on the vital role each individual plays in building a strong company culture, along with a comprehensive overview of essential HR tools that can optimize your HR management skills.

Welcome to the latest issue of The HR Digest, where we bring you the latest news, trends, and insights from the world of Human Resources.

In today's rapidly changing business landscape, HR professionals are facing new challenges and opportunities every day. From the impact of technology on the workplace to the rise of the gig economy and the changing expectations of employees, the role of HR is more important than ever.

At our magazine, we strive to provide you with the information and resources you need to stay ahead of the curve and succeed in your HR role. Whether you're a seasoned HR veteran or just starting out in the field, you'll find valuable insights and advice in our pages.

In this issue, we explore topics such as employee engagement, diversity and inclusion, performance management, and more. We also bring you profiles of top HR leaders who are making a difference in their organizations and communities.

As always, we welcome your feedback and ideas for future articles. Our goal is to make this magazine a valuable resource for all HR professionals, and we couldn't do it without your support.

Thank you for reading, and we hope you enjoy this issue!

In this edition of our magazine, we bring you a selection of interesting features on HR trends, leadership insights, and legal considerations in the workplace. Our cover story profiles the CHROs of the year, highlighting the human resource leaders who are driving positive change in their organizations. We also have a feature on HR Drift, offering valuable insights on how to navigate a volatile job market. In Leadership Insights, "Purpose-Driven Work: The Key to Employee Engagement," we explore the crucial role that purpose plays in driving employee satisfaction and engagement. In the Legal Hub, we delve into the often-controversial topic of nepotism in the workplace, examining whether it is illegal in America and how to navigate potential conflicts of interest. Additionally, our Success Story takes a deeper look at Japan's impressive record of success, examining the cultural and philosophical factors that have contributed to the country's prosperity. We hope you find these features insightful and thought-provoking, and that they provide valuable guidance as you pursue your own career and professional development.

Ever read a book on achieving a successful organization transformation? If you have, chances are it was a dull, platitude-filled book with more attempts at humor than an ITV game show. For our October issue, we took a closer look at the work of HR leaders who’ve been at the helm of successful transformation. We our cover story, we spoke to executives to understand their keys to achieving both reputational and organizational success. We hope you enjoy reading this issue as much as we did while creating it! 

A lot of times, we cover ideas that seem strange to talk about in a casual conversation but can flow so easily when writing a feature story. Like an idea, the features in our July issue are contemplative/introspective, and a great way of unpacking the thoughts in our busy minds.

Our April issue brings to you the success stories of leaders who have indubitably braved these challenges. Happy Reading!

Man and machine. For two centuries they were regarded as distinct entities. However, this changed when we became so advanced, and started to experiment with artificial intelligence. This ambitious spirit underpins the way we work. Machine augmentation is slowly converging with human augmentation, making the boundaries fuzzier and fuzzier.

Staying true to the spirit of ‘futurism,’ The HR Digest spoke to CHROs who’ve truly transformed the way we work in the past year. Their accumulative action promises to inspire generations to come. You can find their interviews in full in the cover story titled ‘League of Extraordinary CHROs.’ 

The HR Digest is also pleased to devote this issue highlighting a wide range of ideas about the future of work and our place in it.

Happy Reading! 

The Great Wait is a reminder that 18 months into the pandemic, the future of work is as uncertain as ever – and senior executives are spending a lot of money to prepare for the ‘next normal.’ As you flip through the next pages of the October issue, you’ll be able to read a variety of articles on designing the post-pandemic world, accelerating transformation strategies, and of course innovation in a post-Covid-19 world.

Our July issue highlights the need to plan for a post-pandemic world where every business’s three most basic questions are answered: How does your company make money? Who do you depend on to drive results? What will the workforce’s behavior look like in the post-COVID world? At the same of the pandemic, some things will regain normalcy, some things will look a little different, and some may never return. 

We are delighted to bring you the April issue of The HR Digest. We were really encouraged by the role HR leaders played in becoming the voice of bold decisions in the face of uncertainty due to COVID-19 disruptions. The choices HR makes today will likely define its impact on the path to recovery and its role in the coming days. 

How do you change the way people think and work? 

This is one of the key questions covered in our January 2021 issue of The HR Digest. During times of uncertainty, organizations seek ideas on how to motivate people to perform more efficiently. In better times, organizations are attracted to bolder ideas that help them achieve their goals more efficiently. It’s during the transition period that organizations often turn to thought leaders for ideas on growth and innovation.

It’s been quite a year! The unpredictable developments of past 12 months have made it challenging to keep track of “known knowns” and the “known unknowns.” It has been even harder for Human Resource departments to stay focused and bring hopeful changes into people’s lives.

This issue is full of inspiring stories showcasing ways in which HR can win the day! HR Leaders from some Fortune companies were selected for our cover story this time to share some really insightful opinions on the most challenging aspects of the HR world. Their take on upskilling, pay equality, diversity, and tech-enabled transformation has made the story an enlightening experience.


As the saying goes, never let a good crisis go to waste. Given the magnitude of the challenges that the pandemic represents, we must now consider the full breath of employees’ needs as human beings. Many companies have begun thinking about the crisis in phases, all of which map to three priorities: the enable connection in isolation phase, the reopening phase, and the post-pandemic phase. For the July issue, The HR Digest spoke to HR leaders to get analytical about their role in creating the perfect combination of remote work and on-site work. Happy Reading!

The HR Digest has its finger on the pulse of how the coronavirus pandemic is impacting today’s workforce and what it will likely look as we move forward. Take it from Jane Harper who provides a glimpse of some era-defining changes and what it takes to implement them.

It seems like every organization is struggling with the concept of era-defining changes. At the core of these process transformation initiatives is digitization – we’ve seen examples of workforce analytics being used to measure activities and perfect standardization. As the transformation accelerates, organizations are able to do more with less and make decisions faster. But it’s not an easy feat. Take it from Pam Jeffords at PwC who advises that with careful collection and analysis of big data, every major organizational transformation can be less intimidating, and more successful.



The Human Resources (HR) function has the potential to become a leader in data analytics. This is a big change from decades ago when finance was the most analytical function in business making use of descriptive, predictive, and prescriptive models to measure ROI on workforce decisions. Times have changed and so has the HR function. October 2019 Cover Story is geared towards creating awareness on the benefits of Data Analytics to make better business decisions. There’s a lot to be done to master this organizational muscle starting with a careful and thorough analysis of the right data.

Ignorance is a bliss. But financial ignorance certainly isn’t. July 2019 Cover Story is geared towards creating awareness and training Non-Finance Managers on basic financial concepts. Our study reveals that a major part of executives are not well-equipped to make decisions related to financial management. There’s a lot to be done to close this gap starting with educating them and getting them future ready.

The progression of diversity models at work place has been in place since a few decades now. We have evolved a lot and Diversity is not restricted to equal opportunity employment anymore. Apart from following regulatory compliance, inclusion of people from varied cultural background, religion, race, ethnicity, sexual orientation, age, gender, language and abilities has its own benefits. Lee Jourdan, Chief Diversity Officer atChevron talks with Priyansha about Chevron’s success story and diversity practices at Chevron. 


We're enjoying Spring in most part of the world. And it's the most peaceful time to visit Venice with all the festivities and shebang of Carnavale coming to an end. HR Drift talks more about why Venice is the most triumphant city in the world in terms of living standards. Who wouldn’t want breath-taking views of canals, bridges and palazzos every day in a city that is a synonym for romance? 
10 powerful HR executives from some Fortune companies were selected for our cover story this time to share some really insightful opinions on various aspects of the HR world. We are glad we reached out to them. It is pretty interesting to see how diverse the opinions get across different industries or even geographies. Their take on the autonomous workforce, cognitive diversity, pay equality, agile tools and tech-enabled transformation has made the cover story an enlightening experience. Cheers!

The current issue of The HR Digest gathers the voices of HR leaders into a cover feature devoted to “major emerging trends in human resources management.” As we assembled the issue, my editorial colleagues and I discussed what forms such trends might take – our initial inclination was to focus on values and talent, like building a culture of higher purpose within an organization. In the end, the section coalesced around PwC’s Preparing for tomorrow’s workforce, today report, which demands a rethinking of the way HR leaders strategize, plan, and manage their workforce. Bhushan Sethi, PwC’s Joint Global People & Organization Leader - in a lively exchange with our editor Priyansha Mistry – points out how technology will be at the cornerstone of the competitive restructuring of the HR function.

Companies are increasingly looking for omniscient HR executives with general management, finance, and international experience. Given the complexity of the role, HR is perceived as the cornerstone of the executive suite; someone who drives the corporate culture as a competitive advantage; helps fellow C-suite members stay in touch with employees, and pushes back against traditional ideas and approaches. With this enhanced profile comes new challenges; and this kind of changing circumstances and disruption often demand a thought role model, who is able to create and nurture a strong culture; one that is able to flex and adjust with the change. In the past decade, we’ve come across some of the most effective and influential HR leaders who made headlines for their measurable impact on the C-suite, the Board and every employee. The October 2018 issue of The HR Digest honors the valuable work of these HR leaders who have made a lasting impact and changed the way we look at the people-focused function.

For employers, office space is the biggest office expense. Most companies waste a fair amount of their office space. A study on how people are using existing office space ‘actual use of space’ noted that employees on an average use only 50% of the available workspace, with the company spending $4,00o to $7,000 per year for each workspace. The rise of self-employment, remote employees, and sky-high office costs has fueled demand for shared office space in business districts like Financial District in Manhattan and San Francisco. A handful of companies are redesigning their existing, unused office space to offer a more flexible solution to employees. This new trend reflects The Third Place environments, where employers are keen on offering additional perks for employees to get out of their cubicles and enjoy their work without the hassle of a lease.

What makes daily commute to work bearable? Or mundane activities like commuting, doing the dishes and folding laundry? What if you could take your mind off the monotonous task, and energize it with something educational, mentally stimulating, and professionally relevant? Podcasts will help you do just that.

In recent years, a number of people who study and write about human resources have been debating one particular question. What are the HR’s contribution to organizational performance? The question arises out of widespread doubts about HR’s contribution to organizational excellence. If achieving organizational excellence isn’t something HR can achieve then it is value sapping. But the truth is, we need HR more than we realize. Organizational excellence comes through a focus on learning, teamwork, quality – factors largely driven by the way organizations accomplish goals and how they treat their workers. Now these are fundamental HR issues. In plain, simple words: achieving organizational excellence is the work of HR.

We know that Christmas is a time for giving, a time for receiving, it’s also a time for sombre offices to roseate with boughs of holly – or mistletoe, wreaths, trees and colored lights. A time for people celebrate the millennial tradition of wearing Ugly Christmas Sweaters as a display of camaraderie with sardonic coworkers, and most disturbingly, it’s a time for the unavoidable ‘office Christmas party’ – an evening that many people see as a test of endurance and strong will. Is it possible to come out of a Christmas mixer relatively unscathed? We doubt it.

How do we know whether our approach to office design is effective? How do we measure efficiency? Few companies measure whether an office space design helps or hurts employee productivity, but the thing is, they should. We’re not talking about using activity trackers, sensors, and smartphones to yield data on employee habits and behavior. In our quest to understand how specific office design can produce specific outcomes, we learned that productivity and motivation are not in the same box at all times. Getting there is not easy. What would the office of the future look like? How can companies change their spaces to reflect how people work, for productivity and performance to follow?

For better or worse, the American landscape is loaded with the massive untapped manmade resource known as ‘office space.’ The rise of mobile workforce, self-employment, and sky-high office costs are fueling demand for shared office space in business districts like the Financial District in Manhattan and San Francisco, Canary Wharf in London and Beijing Central Business District in China. To turn the spending into a utilitarian resource, companies are now tapping into the idea of densification – reducing footprint per employee. The underlying fundamentals suggest that companies in the near term will be able to capitalize on growing interest surrounding the Third Place model. Our Cover Story, ‘Burners Turn Earners,’ takes a look at the utopia where companies are using the existing framework to provide incredibly unique opportunity to the employee, the laptop entrepreneur, and declutter the unneeded, unused belongings. Plunge In! 

Happy Reading!

If your company wants to not just hire Millennials, but also retain them, it’s important to understand what motivates them. Truth be told, Millennials want the same things from their employers as the Baby Boomers and the Traditionalists. Contrary to popular belief, Millennials place little importance on company offering nap rooms, car service and a sushi bar; the idiosyncrasies of an informal workplace. Millennials fundamentally place greater emphasis on an opportunity-rich environment, and how an organization can help further their careers. Our Cover Story, ’10 Great Millennial-friendly Workplaces,’ takes a look at companies offering an inspiring mission, a collaborative work-culture and work-life flexibility. Plunge In!

In the October 2016 issue, we have some shining examples of companies which provide much-needed support to worthy causes, and in return increase their visibility and improve employee morale. The HR Digest’s ranking of
‘America’s Most Generous Companies’ shines light on companies with the highest CSR reputation. 
Plunge in!

The HR Digest’s ranking of the ‘Most Influential HR Leaders Of The Year’ is meant to be a measure of their enduring success. We track and analyze each HR Leader’s performance, their influence, starting from day one of his or her tenure. Our goal is to create a list that goes beyond the recent quarterly and annual results, and truly evaluate long-term performance. Our view is that, in the mercurial corporate world, the perfect measure of an HR Leader’s work is not quantifiable. Rather, it is reflected on the human side of the business, i.e. a company’s corporate culture and values. 
Happy Reading!

‘Deskbound sitting is the new smoking’ by Kelly Starrett and Glen Cordoza examines how rapidly inactivity can cause harm. Being sedentary for nine hours is bad whether your employee is marathon-runner fit or morbidly obese. In the quest for better physical and mental health, U.S. employers are integrating corporate wellness strategies to provide a health and productivity boosting culture. The numbers tell us this wide-movement against the chair-based lifestyle that leads to loss of productivity over abseentism and various other factors. The U.S. corporate health and wellness market in the U.S. is expected to reach $8 billion by 2018. The pursuit for innovate ways to keep employees engaged in wellness programs is becoming more important than ever before. Our Cover Story, ‘The Fruits of Corporate Wellness’ runs from page 66-75. 
Happy Reading!

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The HR Digest Magazine is a leading media brand that sees Human Resources as a corporate function with the greatest potential. The magazine is an intellectual sift, igniting the global conversation about the people and ideas that matter most.
With dedication to editorial excellence, livid aesthetics and powerful views and comments on issues of the day shaping the global human resources community, The HR Digest Magazine is the first and the only choice for world’s most affluent readers. The magazine is an unparalleled editorial focus on ideas, news and trends related to Leadership, Workplace Culture, Training & Development, Recruitment, Compensation & Benefits, HR Tools & Technology, and HR Success Stories.

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The HR Digest Magazine - April 2015

The HR Digest Magazine - April 2015

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