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The objective of this club is to know and discuss the current trends in the field of HR and facilitate ‘Learning among the students’, and to spread awareness about Human Resource Management as a specialization among students and like-minded HR professionals.
Monday 28 February 2022
HR Club HR Matrix Felicitation of Event Competition Winners 2021-22
Sunday 27 February 2022
HR Learnings: 28th February, 2022
1. Coaching culture – Why organisations need it now more than ever.
The traditional workplace culture is rapidly becoming outdated. Technological advances, employee expectations, and new ways of working and collaborating amid the pandemic have all impacted how we see the workplace and what we expect from it. Companies that still follow the traditional approach are at a critical point and risk losing their employees to companies that adapt to the future. The ‘Great Resignation’ trend, while not as apparent in India as in the US, is still affecting some companies. They are struggling to find and retain top talent, putting themselves at risk of falling behind competition and becoming irrelevant in the long run.
2. Character: The Elusive Key to Leadership.
What does it take to be a tennis player? For starters, we need a certain amount of knowledge and skills. We can’t play tennis if we don’t know the rules and can’t serve, run, and hit the ball forehandand backhand. What does it take to move beyond this baseline and become a good player – or a champion? This has more to do with who the person is. Factors such as level of motivation, hours of practiceand the response to criticism will affect the skill level. Personal characteristics such as how we react under pressure will affect our ability to use those skills.
3. Why NOW is the best time to add content curation to your L&D arsenal.
Organisations across industries are slowly but surely experiencing the need for employee skilling, not only to meet the needs of the ‘new normal’ but also solve complex business challenges arising due.to the disruptions caused by the pandemic and the plethora of new enterprise tools and technologies flooding the market.
Furthermore, constant innovations in the workplace and the rising attrition rate have resulted in a constant demand for talented employees, and calling on L&D pros to be more proactive in their approach to optimise available talent and focus on capability development in order to address the skills gap.
HR Movement: 28th February, 2022
1. Tata-owned Taneira has appointed Ambuj Narayan as the CEO
Ambuj Narayan as the CEO. in the new role, Ambuj will drive the brand’s growth and establish it as one of the key players in the industry.
According to a report carried out by Financial Express, Ambuj comes with experience of more than 25 years in sales and operations across several companies some of which are Metro Cash & Carry, Walmart, Whirlpool and BPL.
2. Hindustan Unilever Ltd. appoints Nitin Paranjpe as Non-Executive Chairman.
Hindustan Unilever Ltd. (HUL) has announced the segregation of the positions of the Chairman of the Board and the CEO & Managing Director.Currently, Nitin is holding the position of the Chief Operating Operating Officer of Unilever, the parent company of HUL. He will take over as the Non-Executive Chairman from March 31, 2022.
3. IKEA India appoints Susanne Pulverer as CEO and Chief Sustainability Officer.
Swedish furniture and furnishings retailer IKEA has appointed Susanne Pulverer as CEO and Chief Sustainability Officer for its India business.
She is the first woman to be heading Ikea's India business, and replaces Peter Betzel, who moves to his next assignment within the IKEA group, a company statement said.
HR News: 28th February, 2022
1. Gigforce, the staffing platform, raises $2 million in funds.
Gigforce, the on-demand staffing platform, has received a fresh infusion of funds to the tune of $2 million from Meraki Labs. With this latest investment, the total raised by Gigforce till date amount to $6 million!
The platform plans to use this investment to further enhance deep technology and build strong analytics for on-gig performance. As a result, the hiring process will be improved and “giger” (as Gigforce refers to gig workers) satisfaction will be ensured as there will be productive engagement for “gigers”.
The gig-tech startup operates a platform that enables gigers to sign up digitally on its user-friendly Gigforce app interface. This helps “gigers” with their documentation, selection of gigs and payment for their service. Gigforce is also trying to bring benefits such as insurance, quick training, doctors-on-call, and micro credit on its app. It is hoped that this seamless full-stack approach will improve the experience of earning as compared to other typical job-search platforms.
The proprietary payment processing tech built for processing high-velocity payments is especially designed for the gig ecosystem. The platform can process daily payments to gig workers with complete transparency, speed and ease.
2. What workers really want from their employers.
Understanding what existing employees want from their next job is critical to improving a company's talent acquisition and retention tactics. According to a survey, money and well-being related issues have increased dramatically in recent years, securing first and second place as the most important factors for accepting a job elsewhere.
Gallup recently polled 13,085 U.S. employees to find out what factors they considered most significant when considering whether or not to accept a new job offer from a new employer. Employers who are serious about winning the fight for talent in the next year or two should consider the following six variables as the baseline expectations of potential hires, and should strive to meet these conditions when attempting to attract — or retain — top talent.
a) A significant increase in income or benefits.
b) Better work-life balance and well-being.
c) The ability to do what they do best.
d) Greater stability and job security.
e) Vaccination policies that align with job seekers' beliefs.
f) Diversity and inclusiveness.
g) Bottom line: tailor your approach.
Employers should think about improving their compensation dialogues, reviewing their wellness promise, evaluating their EVP and candidate experience, and narrowing their emphasis to top talent, Wigert concludes.
3. Vistara plans to increase staff strength to 5,000 employees this year.
Vistara plans to significantly increase its staff strength to a total of 5,000 employees by the end of this year as the full service carrier focuses on increasing capacity utilisation, expanding fleet and further improving overall services. Currently, the airline has around 4,000 people.
After being severely affected by the pandemic, including the third wave that negatively impacted air traffic which was on the recovery path late last year, the airline industry is again seeing an improvement in traffic numbers. Vistara CEO Vinod Kannan, last week, admitted that the airline was not living up to customers’ expectations and assured that steps are being taken to address the “gaps on a war footing”.
The airline, which currently has 50 planes, aims to have 70 planes by the end of 2023 after taking into account some aircraft that will be returned to lessors.
Vistara, a joint venture between Tata and Singapore Airlines, started hiring for operational roles sometime in October last year before the third coronavirus wave. The airline has restored some of its onboard services to pre-pandemic standards, including restarting non-vegetarian meals in Economy Class on all domestic flights.