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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.
Tuesday, 21 March 2023
Alumni Interaction: Tete-a-tete with Mr Gurudatta Jambhawadekar:18-Mar'23
Friday, 10 March 2023
HR Learning: 10 Mar, 2023
1.
It’s high time companies compose
the song of dreams for their employees, suggests Nitin Thakur
As employee engagement becomes the need of the hour, Nitin
Thakur, L&D Head at Jindal Stainless suggests that organisations need to
align their goals with their employees’ personal and professional growth. The
pandemic has shown us the worst situations but it has also brought some of the
strongest epiphanies for leaders. A question for today's community is, how long
can we go without instilling purpose and clarity in employees? Nitin Thakur,
proposes, “Dreams are the most powerful energy. If companies can make their
employees hungry for their goals while aligning it with that of the business’,
it’s going to prosper day in and day out.” viding short-term vocational
training courses with 100% placement opportunities”. One of the greatest
experiences both for the leaders and the HR was this realisation of the
significance of employee well-being. Companies became conscious of the fact
that letting people go is not an easy task. One decision impacts numerous lives
as families bear the repercussions. As they lose people, loss of brand-name
also accompanies. This observation pushed leaders to shoulder a greater
responsibility towards a greater ecosystem. With this realisation settled,
panic was about this one word - redundancy. The solution was - being
future-ready. As we navigate through a world with rising digital
dependence and constant change, it was, now, important for leaders to equip
their employees with needful future skills. Both employees and employers saw
that if they won’t keep up with the pace of time, their jobs will lose their
shine and succumb to redundancy.
2.
Why are companies
investing in training freshers?
The
objective is to obtain business efficiency through the existing workforce,
rather than incurring more costs on hiring more resources. 82
per cent of the learning and development (L&D) budgets by companies is
being spent on training freshers, reveals a recent report by global
ed-tech company Great Learning.
Employee training has
today evolved to become an essential growth engine that drives businesses
forward. Organisations are encouraging employees of all experience levels, from
freshers to CXOs, to upskill and reskill, specifically to improve efficiency in
business.
The objective is to
obtain business efficiency through the existing workforce, rather than
incurring more costs on hiring more resources.
A significant
proportion of the investment is directed towards training of fresh graduates to
equip them with additional skills not covered by college curricula. Initiatives
for mid- and senior-level executives focus on data-driven decision-making and
technical training to help them keep pace with market trends. The Indian
chapter for the second edition of the ‘Upskilling Trends Report
2023’ helps understand the trends that shaped the professional
upskilling landscape in India last year and can guide individuals and
enterprises to chalk out the path forward to stay competitive in 2023 and beyond.
The success of a skill development programme is no longer measured by only the
number of hours the employee spends getting trained. Employers are now more
attentive to other factors that contribute to the ROI, and these include:
·
Reduction in time to make freshers billable
·
Increase in skill capability based on certified employees
·
Greater internal mobility and improved retention
·
Decrease in employees’ time spent on the bench.
3.
Ethics
by design: Steps to building an effective ethics programme
Ethics
in the hybrid world of work is throwing up new challenges for the world of
business. Here’s how to think about bringing about lasting change. In a
marketplace where competition is fierce, businesses that prioritise ethics and
social responsibility stand out from the crowd, earn customer loyalty, and
build long-term success.
Ethically run
businesses are sustainable, impactful and transformative. But ethics should not
be confused with just legal compliance. For many new companies, start-ups and
those on the lower end of the maturity scale, ethics is often conflated with
values and vision statements. But companies today need to go beyond that and
implement tactical measures that will move the needle beyond good intentions.
To better understand
the roadmap that companies need to take, Integrity Matters in partnership with
People Matters conducted a webinar on the topic “Ethics by Design: Steps to
Building an Effective Ethics Programme,” Speaking about the shifting trends in
ethics and business, Yatish Mamniya, Partner, Integrity Matters noted that “the
median ethics report volume for 1000 employees was 7 per cent in 2018. During
the pandemic in 2020, it went down to 2.3 per cent. And now we’re at 5 per
cent.”
The research offers us a glimpse
of how the culture of speaking up may have changed over the past few years, as
businesses navigate new terrains of the modern workplace. While
businesses have faced similar challenges post-pandemic, there’s increased complexity
that the hybrid workplace has brought to the fore.
“The biggest challenge is to do with belongingness,” said Anjali
Raghuvanshi, Chief People Officer, Randstad India. “How do you cascade an
organisation's values and principles to people when you don't see them every
day? Also, in the hybrid workplace, it's the individual or the self that tends
to take precedence in ethical matters,” she added.
The rise of social media, and the ever-present cell phone, which
could also be used to record anything anytime are changing how industries and
customers especially in the services sector are capturing ethical violations.
It is also the cause of tremendous stress and concern.
“Data privacy is emerging as a key focus area even as there’s a
massive technology and social transition. It’s a continuous concern. As a
country that’s traditionally had high power distance, how do you enable
reporting of ethics complaints? ” asked Dr Sajiv Madhavan, Business Excellence
– Head and Chief Risk & Sustainability Officer, Tata Elxsi
As the modern
workforce adapts to changing dynamics such as remote work and societal shifts
towards issues like climate change, gender equality, and diversity, equity, and
inclusion (DEI), it is crucial for companies to proactively reassess their
process and system designs. Failing to do so risks falling behind in a rapidly
evolving business landscape. Dr Sajiv shared a multi-dimensional approach to
designing an ethics framework. “If we look at it from the perspective of human
capital, financial capital, and social capital, it can provide a better
understanding of what needs to be done,” he noted.
HR Movement: 10 Mar, 2023
1.
Uzair
Qadeer appointed chief people officer, BBC
Qadeer,
who moves from Carbon Health, where he was chief people officer, will also
oversee Children in Need, an independently run and governed charity of the BBC.
‘It is an absolute privilege to work alongside such exceptional and passionate
global teams,” says Uzair Qadeer in his LinkedIn post, on his appointment as
chief people officer (CPO), BBC. Qadeer moves from Carbon Health, where
he was CPO since September 2021. An alumnus of Pennsylvania State
University, Qadeer holds a master’s degree in business administration,
manufacturing management. He has worked as project manager, operations
management co-op with Johnson & Johnson in 2004-2005, after which he did a
short stint with Microsoft as programme manager intern in the early years of his
career. From 2012 to 2014 he was associated with Rutgers University’s MBA
programme as adjunct professor. He was also associate director at Bristol-Myers
Squibb, a pharmaceutical firm for five years, from 2009 to 2014. His
next stop was Deloitte, where his last held position was that of organisational
transformation and talent leader. He successfully completed over 11 years with
Deloitte, before moving to Alexion Pharmaceuticals in 2019.
2.
Anupam
Katheriya to spearhead Cholayil as its new CEO
Katheriya
has served in leadership positions at multinationals like Heinz, Nestle and
Emami. Cholayil Private Limited, the parent company of household brands
such as Medimix and Cuticura, has announced the appointment of Anupam Katheriya
as the new chief executive officer. At Cholayil, Katheriya will be
spearheading the aggressive growth and diversification plans of the company
across its portfolio of brands. With over 2 decades of experience in the
consumer goods industry, Katheriya served in leadership positions at
multinationals like Heinz, Nestle and Emami. In his last stint,
Katheriya was associated with Suraksha Diagnostics, where he served the company
as their COO for close to a year.
3.
Westlife
Foodworld gets Rohith Kumar as CHRO
Before
joining Westlife, he served as the head of Human Resources at Max Hypermarkets
India. Westlife Foodworld, owner and operator of McDonald’s restaurants
in West and South India, have designated Rohith Kumar as their chief human
resources officer (CHRO). Kumar will report to Saurabh Kalra, the chief
operating officer, and will collaborate closely with the company’s leadership
team to ensure that the organisation is equipped for the future. At
Westlife Foodworld, Kumar will be in charge of managing all aspects of human
resources and will have a critical role in developing talent and fostering an
inclusive work culture. Rohith Kumar has more than 15 years of
experience in human resources, having worked in the retail industry in various
sectors such as apparel, eyewear, food & grocery, and QSR and has held
numerous leadership positions in HR throughout his career.
HR News: 10 Mar, 2023
1.
Will
KSRTC resort to mandatory VRS to cut down salary expenses?
Recently,
KSRTC had proposed paying salary in two instalmentsClose on the heels of a
proposal to pay salaries in two instalments, the Kerala State Road Transport
Corporation (KSRTC) is now reportedly considering mandatory VRS, to cut down on
expenses pertaining to salaryReeling under financial distress for some time
now, KSRTC had recently issued a circular asking employees to select one of two
options with regard to payment of salaries. They could either opt to be
paid salaries in two instalments — that is, before the 5th of every month first
and then the second instalment after receiving governmental financial aid — or
wait for the salary to be paid in full after receipt of governmental aid.
This proposal had left the employees perplexed and unable to make a decision
before 25 February, the deadline the KSRTC management had set for the employees
to submit an affidavit expressing their agreement. The staff members of course
are keen to receive their full salary every month by the 5th. Now, it is
reported that KSRTC is looking at launching a mandatory voluntary retirement
scheme (VRS) to reduce their expenditure on salary. A list of 7,200
employees has been drawn up, comprising employees aged above 50. Those who opt
for VRS will be eligible for a minimum of Rs 15 lakhs, with the remaining
benefits being paid after retire.
2.
In Twitter’s latest
layoff round, Musk fired another 10% of workforce
Product
managers, data scientists, and engineers in charge of machine learning and site
reliability were impacted by the recent job cuts at Twitter. Their roles
involved the critical responsibility of ensuring that the diverse features of
the platform operated smoothly. According to a report by the New York
Times on Sunday, Twitter has recently laid off a minimum of 200 employees,
equivalent to roughly 10 percent of its workforce. The affected
personnel on Saturday night were product managers, data scientists, and machine
learning and site reliability engineers, who were responsible for
ensuring the smooth operation of Twitter’s various features. The NYT report cited
sources familiar with the situation. Last week, Musk reportedly let go
of dozens of sales and engineering staff, despite promising employees that
there would be no more layoffs. According to sources, one employee
reportedly shared that Musk had given the team a one-week deadline to improve
Twitter’s ad targeting system. However, this was deemed unrealistic by many, as
improving such a system requires more time and resources. Other reports
suggest that Musk’s lack of experience in targeted advertising may have been a
factor in the layoffs.
3.
Natural
justice for contractual employees is same as for regulars: Orissa HC
In
granting relief to a junior teacher who was terminated without a chance to
present his case, the court emphasised that it is a well-established legal
principle that even for contractual employees, the principles of natural
justice must be fully adhered to. In granting relief to a junior teacher
who was terminated without a chance to present his case, Justice Sashikanta
Mishra’s bench stated that they do not find the argument convincing that
a contractual worker can be dismissed without following any rules or procedures.
The court also emphasised that it is a well-established legal principle that
even for contractual employees, the principles of natural justice must be fully
adhered to, as stated by the Live Law. Reportedly, the individual who
filed the petition was appointed as a Sikshya Sahayak in 2015 through an order
issued by the chief executive officer of zilla parishad-cum-collector in
Jagatsinghpur. In 2018, the district education officer of Jagatsinghpur
issued a notice to the petitioner, presenting various accusations and
requesting a response.
Wisdom Learning Ser-IES: Guest webinar on 'Women's Day' premiered by NIPM on "DigitALL: Innovation and Technology for Gender Equality"
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