H aving worked through different stages of the HR profession in Nepal, I have witnessed its evolution across four distinct eras: (a) Personnel Administration, (b) Institutionalisation of HR, (c) Strategic HR, and (d) the current Digital and People & Culture era. Personnel Administration Era (Until Around 2005): Until the early 2000s, HR in Nepal was…
H aving observed and worked alongside Human Resources professionals over the years, I have witnessed a remarkable transformation in the HR function. Over the last three decades, HR has evolved from a primarily administrative role to an operational function, then to a strategic business partner, and today, increasingly, to a business transformation leader. When I…
I believe the core spirit of HR has remained largely unchanged over the past three decades. At its heart, HR has always been about working for both people and the business. What has changed is how organisations have understood this role, and how they have adopted and adapted it to their own context. In Nepal,…
The Evolution of HR in Nepal H uman Resource Management in Nepal emerged with the establishment of foreign joint venture banks in the mid-1980s and the arrival of multinational companies (MNCs) during the 1990s. This expertise subsequently transferred to Nepali enterprises, corporate entities, and organisations. Over time, HRM in Nepal evolved from administrative personnel management…
SUCCESSION PLANNING I n today’s volatile business environment, organisations are increasingly realising that their greatest competitive advantage is not technology, infrastructure, or capital — it is people. While companies invest significantly in attracting talent, many still overlook one of the most critical aspects of long-term organisational sustainability: succession planning. For Nepal, where industries are undergoing…
DEVELOPING FUTURE HR LEADERS T he workplace is evolving faster than ever. Technological commotions, the rise of hybrid work models (e.g. Mission Directed Work Team), shifting employee expectations and increasing global competition are transforming how organisations operate. In this changing environment, human resources is no longer just a support function: it has become a strategic…
During a town hall meeting, an employee stood up and asked the Managing Director, “Sir, I have been working in this company for the last three years. I have consistently delivered my targets, received good performance ratings, yet I have not been promoted. Why?” The Managing Director smiled and replied, “It’s possible.” The employee looked…
NEPAL’S UNTAPPED COMPETITIVE ADVANTAGE T he landscape has changed tremendously! While digital transformation, AI, and global competition have been discussed widely, challenging topics like economic uncertainty, labour migration, and changing employee expectations have also been in the limelight. Digital transformations have taken a large space, knowingly and unknowingly. Somehow, we appear to be evolving towards…
S ales leaders, entrepreneurs, marketers and business executives gathered in Kathmandu on August 21 for the tenth edition of the Sales Summit, with discussions focusing on the growing role of data and analytics in shaping sales strategies and understanding consumers. Organised by the Growth Leadership Academy, the annual conference was held at Soaltee Kathmandu under…
I n management, antifragility describes an organization’s ability not only to withstand disruption, but to improve because of it. The term, introduced by Nassim Nicholas Taleb, goes beyond familiar concepts like robustness and resilience. A robust organization resists shocks. A resilient one recovers and returns to normal. An antifragile organization does something more interesting: it…