ChatGPT - Prompts for Job Search

 1. The Zero Callback Diagnostic

“Act as a senior recruiter. Analyze my resume, target role, and application history. Identify the most likely reasons I am not receiving interview calls. Highlight positioning issues, keyword gaps, weak experience framing, or role mismatch. Resume and details: [paste].”

2. The Target Role Clarity

“Based on my background and skills, identify the most realistic job titles I should target. Eliminate roles that are misaligned or too broad. Define a focused job search direction. Background: [paste].”

3. Application Strategy Builder

“Create a structured job application strategy based on my target role and experience. Define how many roles to apply to, how to customize applications, and how to track progress efficiently.”

4. Recruiter Perspective Rewrite

“Review my resume and LinkedIn profile from a recruiter’s 10 second scanning perspective. Identify what stands out and what is unclear. Rewrite key sections for immediate clarity and impact. Profile: [paste].”

5. Cold Outreach Message Builder

“Draft a concise and professional message I can send to recruiters or hiring managers for the role [job title]. The message should communicate relevance, value, and interest without sounding desperate.”

6. Interview Question Simulator

“Act as a hiring manager for the role [job title]. Conduct a realistic mock interview. Ask relevant questions and evaluate my answers. Provide specific feedback on clarity, structure, and confidence.”

7. Final Job Search Audit

“Review my complete job search approach including resume, targeting strategy, outreach, and interview preparation. Refine it into a cohesive, structured system designed to maximize interview probability.”

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How to make Indian talent #AI ready

#AI will change the way people work, but it will not take away jobs completely. This is what Puneet Chandok, President of Microsoft India and South Asia, said while speaking at the India explained that AI will mostly change how work is done, not replace workers entirely.

He said “AI will not kill jobs. AI will unbundle jobs… Your job is a bundle of tasks. What AI will do is it will unbundle it,”

Puneet Chandok said that most jobs are made up of many small tasks. AI can handle some of these tasks, especially the repetitive ones. But work that needs human thinking, creativity, emotions, and judgement will still need people.

In simple words, AI will not “remove” jobs. Instead, it will change them. Some parts of a job may become automated, while new responsibilities may be added. Because of this, learning new skills will become very important.

“We have potentially, for the 1st time in humankind, the ability to manufacture intelligence,” he said.“Intelligence is the most valuable commodity on the planet.” He said that it has been roughly 3 yrs since the “ChatGPT moment,” yet progress in model capability has been rapid.

“The models that you’re seeing today, the capabilities that you’re seeing today, are unlike anything we’ve seen even a few months ago,” he said.

India is in a good position to benefit from AI. Many Indian professionals are already using AI tools at work. A large number of companies are also exploring AI systems to improve productivity and efficiency.

India’s strong digital systems, like Aadhaar and UPI, show how quickly the country can adopt new technology. With government support and private investment, AI could become a major growth driver for India.

AI as more than just a tool. In the future, AI systems could act like digital assistants or teammates. They may be able to understand tasks, make decisions, and complete work with minimal supervision. However humans will still be in control

Engineers and others interested in AI must keep learning. Those who understand and use AI will grow in their careers. Those who ignore it may struggle in the future.

#India is ready for #AI revolution and is going to the Worlds largest talent pool ready and raring to go.

What about your company ? As a CHRO / Head HR how are you making your engineers ready to adapt AI tools like #Cursor #ClaudeCode to increase productivity dramatically.

#HRinIndia,@HRinIndia,#AskHR,@AskHR,#RaghavHR,@RaghavHR,#AI,#HRMS,#TalentAcquisition,#TalentManagement,#SHRM,#SHRMIndia,#PeopleMatters, u/PeopleMatters,#ETHR

Shaping your HR in AI era

 

HR and business leaders are standing at the edge of a profound shift. AI is moving beyond chatbots and task helpers into a new era of Superagents—autonomous, outcome-focused systems that can redesign how work gets done across your entire enterprise. 

The Superworker Organization: AI Goes Enterprise HR and Leadership Imperatives for 2026 reveals what this means for HR, leadership, and the business as a whole. Built on months of research, real-world examples, and consultative work with leading organizations, this body of research by Josh Bersin moves beyond predictions and answers three critical questions: 

• What practical blueprint should HR and business leaders follow in 2026 and beyond? 

• How do super agents change the very purpose and operating model of HR?  

• What new AI and data architectures are required to support enterprise-grade autonomy? 

Super Agents are transforming domains like recruiting, talent, L&D, workforce scheduling, pay equity, internal mobility, and employee enablement. You’ll see why “build vs. buy” is shifting back toward configurable, data-driven platforms—and what that means for your vendor strategy. And you’ll gain a clear, pragmatic view of the skills, leadership practices, and governance required to build trusted AI in the flow of work. 
Global Industry Analyst and HR expert Josh Bersin emphasizes that, in the age of AI, HR & Business leaders need to prioritize certain strategic approaches to navigate the new HR transformation mandate, including:

• Creating AI architecture, since performance depends on the quality, timeliness, and security of the underlying corpus—not the number of flashy agents you buy.

• Becoming citizen developers, because today’s systems require constant tuning, though they’re easy to program using prompts

• rather than code.

• Taking care of employees, as they’re the most valuable resource within any organization, and rates of employee commitment and engagement are plummeting.

HR Strategy 2026

 The post highlights TCS's Q3 FY26 workforce reduction of 11,151 employees, totaling over 30,000 cuts in six months, driven by cost pressures, profit declines, and AI-enabled restructuring, with voluntary attrition at 13.5% signaling internal dissatisfaction.

Management's conference call language about "releasing" mid- and senior-level staff unable to adapt post-reskilling underscores ongoing redundancies, aligning with sector-wide shifts where AI compresses team sizes and prioritizes skilled roles over junior-heavy models.

This trend risks amplifying India's graduate unemployment, with IT's historical absorption of millions now shrinking; TCS stock's 25% yearly drop reflects investor concerns over sustained growth in a productivity-led era.

TCS continued its multi-quarter workforce optimization, driven by AI-enabled efficiencies, cost pressures, and a shift toward higher-skilled roles. The company did not disclose exact quarterly exit breakdowns in official documents, but combined official data and management commentary provide the following insights:

Total Headcount: 582,163 at quarter-end (down 11,151 or 1.9% from 593,314 at the end of Q2 FY26).

This marks a cumulative decline of over 25,800 employees in FY26 so far (April-December 2025), and approximately 31,000 from June to December 2025.
 

Voluntary Exits: Official disclosures report voluntary attrition at 13.5% on an LTM basis for IT services (unchanged from prior quarters).

This rate represents voluntary exits over the past 12 months divided by average headcount. Using an approximate average headcount of ~588,000 for Q3 (midpoint between Q2 and Q3 totals), the quarterly voluntary attrition rate is estimated at ~3.375% (13.5% / 4), implying around 19,845 voluntary exits in Q3 alone. However, this is an estimate; exact quarterly voluntary exits are not disclosed. Unions have alleged that some "voluntary" exits are coerced through benching, performance manipulation, or pressure, potentially inflating this figure.
 

Involuntary Exits: Approximately 1,800 employees were involuntarily released in Q3 as part of ongoing restructuring.

This aligns with TCS's broader plan to reduce ~2% of its global workforce (approximately 12,000 roles) in FY26, primarily targeting mid- and senior-level positions unable to adapt post-reskilling.

Chief HR Officer Sudeep Kunnumal stated, "The company continues with the restructuring exercise and will continue this exercise until the end of this year."

These exits are linked to AI-driven role rationalization, with reports indicating impacts on 10-20 year veterans and specific locations like Pune (376 affected).
 

Total Exits and Net Decline: Combining voluntary (estimated ~19,845) and involuntary (1,800) yields approximate total exits of ~21,645 in Q3. With a net headcount decline of 11,151, this implies gross hiring of ~10,494 during the quarter (exits - decline = hires). This hiring focused on freshers with "higher order skills," as TCS doubled its fresher intake QoQ to build an AI-ready talent pool.

HR Strategy 2026

Short Term -

This checklist focuses on quick wins to stabilize operations amid restructuring and external pressures like visa fees.

• Conduct a comprehensive workforce audit: Map current headcount against AI-driven role requirements, identifying redundancies in mid/senior levels and skill gaps in junior roles.
• Review attrition data: Analyze voluntary exits (e.g., 13.5% LTM) by department and tenure to pinpoint dissatisfaction drivers like benching or performance pressures.
• Accelerate AI reskilling programs: Target training for at least 20-30% of the workforce annually, focusing on practical AI applications to minimize involuntary exits.
• Ramp up campus hiring: Finalize offers for 40,000+ freshers in FY26, prioritizing AI, data science, and digital skills through programs like off-campus drives.
• Assess H-1B dependency: Calculate cost impact of $100,000 fees (e.g., potential $650M hit) and shift 10-20% of US roles to local hires or offshore models within the next quarter.
• Enhance employee engagement surveys: Launch quarterly pulse checks to address internal dissatisfaction, aiming to reduce voluntary attrition by 2-3% through targeted retention initiatives.
• Partner with unions/employee forums: Proactively discuss restructuring to mitigate allegations of coerced exits and build trust.
• Optimize recruitment pipelines: Double fresher intake QoQ while integrating AI tools for efficient screening and onboarding.
• Develop contingency plans for visa changes: Identify alternative talent pools in nearshore locations (e.g., Mexico, Canada) to offset US margin erosion (100 bps potential hit).
• Monitor financial integration: Collaborate with finance to track restructuring expenses and ensure they support margin stability (e.g., 25.2% operating margin).

Long Term

• This checklist draws directly from industry trends, emphasizing AI integration, cost efficiency, and talent agility to drive profitability and growth.
• Embed AI in talent acquisition: Use AI-powered tools for predictive hiring, focusing on "higher-order skills" to build an AI-ready workforce from campus recruits.
• Prioritize continuous reskilling: Aim to upskill 100,000+ employees yearly in AI and emerging tech, with clear pathways for adaptation to avoid mass involuntary exits (e.g., ~1,800 per quarter).
• Foster a culture of internal mobility: Reduce voluntary attrition by promoting cross-functional moves and reskilling non-adapters, treating "release" as a last resort.
• Localize global operations: Increase local hiring in key markets like the US (target 70% citizens/residents by FY27) to mitigate H-1B fee impacts and enhance client trust.
• Balance offshore-onsite models: Shift routine tasks offshore to cut costs (20-30% savings) while maintaining high-margin AI deals onsite.
• Implement data-driven attrition management: Track metrics like min_retweets or engagement in internal forums to preempt exits, aiming for below 12% LTM attrition.
• Diversify talent pipelines: Expand beyond India with hires in Europe/UK (e.g., 5,000 over three years) and nearshore centers to buffer against visa policy risks.
• Integrate HR with business strategy: Align reskilling with revenue goals (e.g., $1.8B AI services) to ensure talent supports productivity-led growth.
• Promote ethical restructuring: Transparently communicate layoffs, offering severance and outplacement to maintain morale and brand reputation amid unemployment risks.
• Leverage analytics for profitability: Model visa fee scenarios (e.g., 50-150 bps margin hit per employee) and adjust contracts to pass through costs, ensuring EPS stability.

Gurudakshina - Gratitude

The concept of gurudakshina is very ancient and it is unique to the Indian culture and tradition. If you are absolutely naïve about India, then it’s advisable that you first try to understand the meaning of a guru and the significance of his presence in the lives of those around him. This, in turn, will help you to understand what guru dakshina is. In very simple words, a guru can be described as a teacher, though, as per the Hindu dharma, the role of a guru in the life of his students is much more than just teaching.

In modern times, the role of a teacher has just got limited to imparting knowledge of various subjects like Mathematics, Science, English, etc, to pupils. However, in ancient India, a teacher or a guru was a spiritually evolved guide. Along with the knowledge of various subjects, he also taught his students how to live a disciplined and principled life.

A guru was the spiritual guiding force in the life of his students. In fact, as per the ancient Hindu tradition, one had to live life in four stages known as ashrams.

Considering that a man can live for a 100 years, each stage was divided into a span of 25 years. The first stage or ashram was Brahmacharya, spanning the first 25 years of a person’s life. During this time, a man lived in the house of his guru. The next stage was Grihastha, which was to be lived as a married man and householder. 

This was followed by Vanaprastha, which comprised of performing penance in a forest. The final one was Sanyasa, in which a man lived as an ascetic. It’s the life of Brahmacharya that is most closely connected with the concept of gurudakshina.

In ancient times, a student lived the first 25 years in the house of his guru, which was called gurukul. A beautiful thing about gurukul was that all students resided together as equals irrespective of their social standing. The students learnt from the guru and also helped him in his day-to-day life like his own children. It was at the conclusion of this formal education that one was required to repay his guru through a dakshina.

The Indian tradition of guru dakshina was meant to serve as a way of showing respect and thanks to the guru. The repayment was not always monetary. At times, a teacher used to simply ask his student to execute an important task. 

However, the guru often received a valuable gift or donations from the pupil and his family as his gurudakshina. Though the life style of Indians has changed majorly down the years, yet the reverence and respect we pay to our teachers is still as it was a hundred years ago.

2024

The MD & CEO of IDFC First bank is V.Vaidyanathan. Born in Chennai, he studied at Birla Institute of Technology (Mesra). 

The story goes that when he got the admission into BITS, he did not have the money to travel there to appear for the interview and complete the counselling formalities. Mr. Gurdial Saini, his then maths teacher lent him Rs.500 to travel for the interview. Vaidya studied at BITS, Mesra and did well in his professional life. 

Vaidya searched for him to repay but Mr.Saini had moved jobs. Many years later, with the help of a former colleague, he got to know that Mr.Saini is in Agra, called him up, expressed his gratitude for the timely help. 

Last week, IDFC FIRST Bank made a regulatory filing to the stock exchanges. The notice reads: 

"Pursuant to Regulation 30 of the SEBI Listing Regulations read with Regulation 7(2) and 6(2) of the SEBI Insider Trading Regulations, we wish to inform you that Mr. V. Vaidyanathan has transferred 1,00,000 fully paid-up equity shares of IDFC FIRST Bank Limited held by him in his personal capacity to his former school teacher, Mr. Gurdial Saroop Saini, as a gift, without any consideration as a token of gratitude for his teacher's help to him at an earlier stage in his life".

It is indeed a heart touching gesture which must be appreciated and practiced by all HR professionals.

Surround yourself with people who support you !

 #hrinindia   

#raghavhr
#askraghav
#hrinfluencers
#hrleaders 
#humanresources
#humanresourcesmanagement 
#nhrdn
#hris 
#peoplematters
#ethrworld

Lessons learnt from this video. Simple but powerful one.

Surround yourself with people who support you.
Never Give up trying
Try and tray again till you succeed
Power of people
Stay positive always

..

..

You will succeed rest assured
Only if you are surrounded with positive people around you.

Stop Moonlighting - Narayana Murthy Founder Infosys

 

Mr Narayana Murthy Founder Infosys has given his advise to the younger generation about what to do and what not to.

Murthy said that youngsters should not get involved in moonlighting or entertain work from home culture. Instead, they should work from office. He encouraged the younger generation to ensure that ethics and laziness are given special focus. 

"My fervent desire and humble desire to youngsters is please don't fall into this trap of I will moonlight, I will do work from home, I will come to office three days in a week," Murthy said during the recent event.

India needs a culture of honesty where there is no favoritism. Murthy also added that India needs quicker decision making and hassle-less transactions to prosper. "We need to build a culture of quick decision making, quick implementation, hassle less transactions, honesty in transactions, no favoritism."

Murthy felt that currently only a small bunch of people who work hard, are honest, and have good work ethics and discipline in the country.

While we may have our opinion which is vastly different from the views of NRN sir but we have to admit that the views expressed are contextual and youth should take his message seriously and try to adapt to the current situation.

Key take aways of this -

Avoid moonlighting

Be honest

Don't be lazy in the early part of career

Work from Office

Be highly ethical in whatever you do.