Purpose The study aims to offer a fresh perspective on best management practices to encourage innovation and learning in the firm to keep abreast with and adopt industry 4.0 advancements. The human resource (HR) department must take proactive steps to adopt these technologies and update itself in terms of necessary skill. The study highlights the importance of human resource management practices in industry 4.0. Design/methodology/approach The paper discusses the transforming role of HR 4.0 in a disrupting economy with the help of the conceptual framework. This paper illustrates how the new role of HR boosts engagement by designing the best personalized benefits, trusting teams, collaborating and providing personal development, which make a great case for a successful retention strategy. Findings This paper reveals how organizations can ensure their success and survival in this age of technological disruptions through their people. Top management must be ready for a new transformed role of the HR through innovative HR practices. Originality/value This paper provides plenty of information to interest practicing managers, researchers and students in HR management, organizational behavior and industrial relations.

The purpose of this study is to investigate the impact of employer branding practices on job engagement in banking sector of Uttarakhand. Further, based on the existing literature, only five employer branding practices (interest value, social value, development value, application, and economic value) which are widely accepted in banking sector has selected for present study. By using convenience sampling, data were collected from 245 employees, who are working in the banks in Uttarakhand districts. EFA, CFA, and SEM statistical techniques were used to analyze the data. Further, reliability and validity tests were also performed. Findings of this study revealed that employer branding practices such as interest value, social value, development value, and economic value positively affect the job engagement. When employees perceive the workplace as interesting, socially supportive, and filled with creative value, they undergo growth and advancement which develop employee confidence and satisfaction; further, they are simultaneously engaged with their jobs. The study is cross-sectional in nature and only focus on job engagement. For future research, employee’s level of commitment and organizational attractiveness need to be explored. This study is highly beneficial for employees, corporate practitioners, academicians and researchers for guidelines and policies implementations of employer branding practices.

Purpose -The functioning of an organization largely depends upon several remarkable components, with the talented employee occupying the central role for the accomplishment of organizational goals. In this context, organizations are making more investment into talent development initiatives, which currently is a challenge. The purpose of this paper is to examine the talent retention practices in Bharat Heavy Electricals Limited (BHEL), a Navratna PSE of the Government of India.Design/methodology/approach -The investigation is carried out through a case study that discusses BHEL's well-designed talent management strategy.Findings -Effective talent management practices help the Indian public sectors in general to retain their best talent. At BHEL, talent management practices are focused on competencies, knowledge, learning and increased broad group engineering and technology transference.Research limitations/implications -The case study could be enriched further by empirically measuring different factors impacting the element of talent management at BHEL, which in turn may help in strategic mapping of the competency retention mechanism.Practical implications -It is suggested that organizations should invest in the process of talent management and development of its employees for building up the reservoir of competencies of the internal workforce so as to make them future-ready.Originality/value -The present study may lead to the conclusion that if talent management practices are effectively managed and successfully deployed, it could indeed result in the long-term enhancement of satisfaction amongst the various levels of employees.

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