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This paper provides an examination of the characteristics of educational shift in Indian education during COVID-19 based on the existing research published from March 2020 to December 2023. The paper examines the technological preparedness of all the stakeholders and how technological preparedness created digital equity and inclusivity for digital learning in Indian schools. Given the world-wide closure and shutdown during early 2020, schools were forced to switch their instructions to the newly adopted educational model; namely, digital learning which makes it important to examine two aspects in education: (1) measures taken to provide digital educational opportunities to all students and (2) steps taken to create digital equity and inclusivity in the Indian educational system. The results suggest that several initiatives were taken at national, state, and local level. However, issues of digital equity existed for underprivileged student populations.

In a rapidly shifting market, organizations seek more diverse and innovative employee development interventions. Yet, these initiatives may have limited impact without employees’ engagement. This conceptual paper aims to propose self-leadership as a value-added strategy for promoting both individual and organizational development.

The authors conducted a conceptual analysis with three case examples. The cases were purposefully selected, aiming to comprehend how the concept of self-leadership has been applied within organizations and to identify real-life examples where self-leadership has been adopted as an organizational strategy.

This study demonstrates that self-leadership plays a significant role in facilitating human resource development (HRD) initiatives. Specifically, the authors illustrate how self-leadership interventions in companies empower individuals to take charge of their development, aligning personal and organizational goals. When effectively applied, self-leadership strategies positively impact HRD practices in the areas of training and development, organization development and career development, yielding benefits for both employees and employers.

This study addresses knowledge gaps in the emerging field of self-leadership in HRD by providing three companies’ examples of how self-leadership can add value to HRD. The findings offer unique insights into the synergy between self-leadership and HRD, benefiting academics interested in this line of inquiry and HRD practitioners seeking innovative approaches to employee and organizational development.