The decision also highlighted that the Input Tax Credit (ITC) is limited to the cost borne by the company for offering these canteen services.

Kohler India, in compliance with the Factories Act, 1948, had entered into an agreement with a canteen service provider (CSP) to supply meals to its workers. The CSP invoices the company based on the employees’ consumption, which is tracked through the factory’s system. While the company bears a portion of the canteen costs, the remainder is deducted from employees’ salaries without any profit motive.

The key issues addressed in the ruling were whether the nominal deduction from employees’ salaries for meals would be regarded as a ‘supply’ under the CGST Act, 2017, and whether the company could claim ITC for GST charged by the CSP for canteen services provided as mandated by the Factories Act, 1948.

The AAR concluded that the perquisites given by an employer to an employee under a contractual agreement are not subject to GST. Additionally, the provision of canteen facilities, as required by Section 46 of the Factories Act, 1948, is undisputed. The company’s HR Manual stipulates that employees receive these services at a subsidised rate. Therefore, the salary deductions for meals are not considered a ‘supply’ under the CGST Act, 2017.

Furthermore, the company can claim ITC for the GST paid on canteen services, but only to the extent of its share of the costs, excluding the proportionate credit embedded in the employees’ share of the cost.

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Armed with a master’s degree in human resource management from the University of Paris I: Panthéon-Sorbonne, began her human resources journey with Softmatic AG in 1999. Based out of Germany, she served as human resources manager for over two years, before moving to Pricewaterhouse Coopers as consultant in HR leadership and change management. This role saw her working out of Paris, France, for the next five years.

In January, 2007 she joined Demos Group as European business manager. She was stationed in Brussels, Belgium. After a little less than two years, she moved to Philips as director/HR business partner-BG domestic appliances, consumer lifestyle. By 2010, she was elevated to senior director-organisational effectiveness, senior director HR strategy and HRO projects. This role saw her working out of Amsterdam.

July of 2012 saw her essaying the role of VP, head of HR, lighting, Europe, for Philips Lighting. She was promoted to VP-head of HR, lighting growth markets, by 2016, based out of Singapore.

From 2018 to 2019, she served as head of HR EMEA, Whirlpool Corporation.

Her next stop was Dole Sunshine Company, taking on the role of global head of talent and organisational performance.

May 2022 was witness to her joining ASM, as head of leadership, talent and culture, Singapore.

Backed by almost 25 years of experience, Dembri will help shape OCS’ strategic direction from the perspective of HR. She will be handling workforce planning and talent management among other responsibilities.

OCS has a strong presence in India. In fact, OCS India provides housekeeping and engineering services in different Malls at Kochi, Lucknow, Palakkad, Hyderabad and Trivandrum

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That is not all; the company will relocate its office from Tokyo to Kawasaki. The objective of the job cuts is to achieve 10 per cent profit margin by 2027 and attain better stability.

After a decade of financial struggle, Toshiba was bought over by a group led by Japan Industrial Partners (JIP) in a $13 billion deal.

The job cuts do not come as a shocker. In April 2024, Toshiba had revealed that it was contemplating a significant downsizing of its workforce in Japan, eyeing a reduction of about 5,000 positions. At the time, it was reported that the move would affect roughly seven per cent of its domestic staff.

The focus of these job cuts was primarily be on back-office roles within the company’s headquarters, with plans to implement them through voluntary retirement schemes. This proposed reduction would be the largest since the fallout from the 2015 accounting scandal.

The move, then, was anticipated to incur a loss of about 100 billion yen ($646 million), covering expenses such as special retirement packages and outplacement services. This restructuring is part of Toshiba’s attempt to streamline its operations by consolidating its energy, infrastructure, devices and IT divisions into its main headquarters, aiming for greater efficiency and synergy.

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As per media reports, the job cuts will predominantly affect individuals in management roles.

This restructuring initiative coincides with a slight dip in sales and a revised earnings outlook for the fiscal year ahead. Bill Anderson, CEO, Bayer, clarified during a media briefing on 14 May that nearly two-thirds of the job cuts affected managerial positions across Bayer’s pharmaceuticals, crop science, and consumer health divisions.

Anderson emphasised that this downsizing effort aligns with Bayer’s objective to achieve €500 million ($540 million) in sustainable cost savings by 2024 and €2 billion ($2.16 billion) by 2026.

Since taking the helm at Bayer in June 2023, Anderson has been steering the company away from the ramifications of its $66 billion Monsanto acquisition in 2016.

In January 2024, Anderson introduced a new operational model, termed Dynamic Shared Ownership, aimed at enhancing efficiency and reducing bureaucracy within Bayer. This comprehensive restructuring includes the ongoing workforce cuts scheduled over the next decade, starting from 2025. Since March 2024, Bayer has notably streamlined its executive team to eight members, marking a significant reduction from the previous count of 14.

The announcement follows Bayer’s reported sales of over $14.86 billion for the quarter, reflecting a 4.3 per cent decrease compared to the same period last year. However, when adjusted for currency and portfolio changes, the year-over-year sales decline was a modest 0.6 per cent.

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This ambitious move builds on UST’s track record of bolstering artificial intelligence (AI) capabilities, demonstrating its dedication to comprehensive workforce development.

The AI training endeavour, targeting more than 80 per cent of its workforce, underscores UST’s commitment to leveraging its expertise to maintain its leadership in the rapidly- evolving AI landscape. This initiative follows closely on the heels of UST AlphaAI’s launch. This platform consolidates the company’s AI offerings to bolster business agility, streamline operations and expedite digital-transformation efforts.

The company will provide a spectrum of GenAI training programmes tailored to diverse roles, enhancing efficiency and maximising each employee’s potential. Leveraging insights garnered from collaborations with esteemed AI researchers from institutions such as MIT and Stanford, UST aims to foster a culture of continuous learning, incorporating the latest academic advancements into its workforce.

Sunil Balakrishnan, chief values officer and global head-development centre operations, highlighted the programme’s adaptability and hands-on approach, ensuring employees gain expertise in foundational GenAI concepts and cutting-edge applications.

“Adaptable and customisable for each participant, the flexible training programme provides hands-on experience with industry-leading tools and platforms such as GitHub Copilot, setting our employees up for future success by ensuring that they can apply GenAI capabilities across diverse domains,” he added.

Adnan Masood, chief AI architect, UST, stressed the importance of continuous upskilling in a digital landscape driven by GenAI innovations. “GenAI continues to revolutionise industries and transform business operations, and we remain dedicated to equipping our employees with the tools and knowledge they need to leverage these cutting-edge technologies effectively,” he added.

This pioneering GenAI training initiative underscores UST’s commitment to nurturing a dynamic, future-ready workforce, poised at the forefront of GenAI advancements. By enhancing its employees’ skills, the program is set to catalyse innovation, delivering significant benefits to clients and partners alike.

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Prior to this, she served as the head-HR at Fresenius Kabi Oncology. She joined the organisation in 2022 and spearheaded HR initiatives across various sectors, including manufacturing, R&D, and corporate functions.

Mukherjee’s background encompasses a wide range of HR domains, including talent management, leadership development, strategic HR management, diversity, equity and inclusion (DE&I), training and development, organisational development (OD) interventions, competency mapping, performance- management systems (PMS), career planning, succession planning, rewards and recognition, employee engagement, employee relations and employee retention.

With an impressive career spanning around 17 years, she has demonstrated a keen insight into HR dynamics, catering to diverse internal customers such as sales, R&D, manufacturing and corporate teams.
Prior to her role at Fresenius Kabi Oncology, Mukherjee has held positions at esteemed organisations such as Boehringer Ingelheim, Dr. Reddy’s Laboratories, and Haldia Petrochemicals.

Mukherjee began her professional journey with Haldia Petrochemicals as a management trainee in the year 2006, driving campus recruitment and creating structured induction of new joinees. In 2008, she was elevated to assistant manager-plant HR. In this capacity, she spearheaded the restructuring of the bluecollar compensation & benefit structure while focusing on employee engagement through various programmes aimed at trust-building and skill enhancement for contractor employees.

In the year 2011, she joined Dr. Reddy’s Laboratories as its deputy manager-HR. Two years into this role, she was elevated to manager-leadership development in the year 2014. During her tenure, she served as a key member of the leadership development, contributing to initiatives aimed at senior leaders worldwide. She supported the entire process, including design, facilitation and execution, with a focus on both personal and business transformation.

Her next stop was Boehringer Ingelheim in the year 2015 where she held several leadership positions.

An alumna of Xavier Institute of Social Service, Mukherjee holds a bachelor’s degree in business administration.

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Saravanan, an employee of the school education department in Sivaganga district, was suspended on the day of his superannuation in 2022 and was denied the opportunity to retire. Allegations surfaced that he secured his position through false means, stating that his mother, a government servant, had deserted him during his youth.

Challenging the suspension and subsequent charge memo, Saravanan petitioned the court, highlighting the injustice of being suspended after dedicating years of service to the government.

Justice Manjula condemned the suspension order and deemed it illegal and illogical, given its timing and the significant delay in issuing the charge memo.

It also emphasised that such actions not only undermine employee morale but also violate government guidelines against suspending employees on the verge of retirement. The court remarked that it has been consistently emphasised that employers should refrain from suspending employees on the brink of retirement or on the day of retirement and then initiating disciplinary actions after a significant period has elapsed. Government guidelines, outlined in a 2007 government order, further support this stance.

Regarding the illegality of the suspension order, the judge highlighted the absurdity of issuing a charge memo nearly 25 years later. The petitioner had been allowed to complete their service, only to be suspended afterward and accused of suppressing crucial information during employment application. The court criticised this sequence of events as a mockery, asserting that such actions not only inconvenience the government but also demoralise employees who faithfully serve until retirement age.

Furthermore, the Court directed the authorities to allow Saravanan to retire with full benefits effective from 31 October, 2022, and release his terminal benefits within six weeks. This verdict underscores the importance of upholding employee rights and fair treatment, particularly during transitional periods such as retirement.

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IBM, Ireland, which is said to be amongst the biggest employers in the country, is reportedly working towards creating advanced software driven by artificial intelligence (AI).

In the last 10 years, Ireland’s labour market has seen a doubling in the number in the number of people employed by multinationals. In fact, 11 per cent of the labour force is working for such multinationals.

The jobs in MNCs were only affected last year for the first time in the last 15 years, due to widespread downsizing by firms in the sector.

Meanwhile, IBM is undergoing significant internal restructuring, as revealed in its recent quarterly conference call with Wall Street analysts. Martin Schroeter, CFO, IBM, revealed an expenditure of $200 million charge for ‘workforce rebalancing’. This exercise reportedly involve shifting and laying off employees, in addition to retraining and reallocating staff to growth areas such as cloud computing and analytics.

In the first week of May, it was hinted that the reorganization will also witness the hiring of over 2,000 incremental resources in mobility practices. Furthermore, it was indicated that there may be a possible shift of almost 1,000 individuals to analytics projects. At the time, IBM had revealed that it was looking at ‘alternative labour models’ to optimise costs. That means, strategies such as hiring of contractors or offshoring jobs could not be ruled out.

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The unique and first-of-its-kind human resource policy initiative is aimed at enabling “employees to focus on more strategic roles while being away from the designated workplace”. The WoW policy hopes to provide employees an opportunity to work on their professional development even while maintaining a healthy balance between work and personal life.

This is also SAIL’s way of ensuring that the culture of learning and development is maintained within the organisation. A truly progressive policy, which will serve to motivate and engage employees, as was reportedly explained by KK Singh, director (personnel), Steel Authority of India, at the launch event.

That is not all; the company has tied up with LinkedIn Learning Hub to help its employees take up self-paced courses that will upskill them and increase their relevance in the rapidly evolving skill landscape. This is yet another step by SAIL to ensure the professional development of its staff members.

Steel Authority of India has always strived to ensure the well-being of its employees. The WoW policy is just one of the many progressive policies the firm has put in place. In 2020, SAIL had rolled out the ‘Shorter Working Period Scheme’, to allow employees to balance their domestic and professional life. All regular employees up to grade E-7 or the mid-management level, who had completed 10 years of service, were allowed to choose to work for three days in a week, or every alternate day, or for four hours every working day, or just 50 per cent of the working days in a month with a variable structure. However, employees who opted for the system received only 50 percent of their basic wage (including PP/stagnation increment, if any), a dearness allowance and perks, without affecting other benefits. The objective of the scheme was to ensure the self-development of the employees, and allow them time to add to their existing knowledge and skills, pursue hobbies, take vacations and spend quality time with their family.

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Elon Musk, CEO, Tesla, first disclosed the intention to reduce the company’s workforce by over 10 per cent on 15 April, citing the need to adapt to changing market dynamics. Since then, multiple rounds of layoffs have been executed, with Musk reportedly aiming for a 20 per cent reduction in headcount.

The latest round of layoffs will primarily impact workers at Tesla’s Palo Alto and Fremont facilities. Furthermore, the termination process set to commence within a 14-day period starting 20 June, 2024, according to the Worker Adjustment and Retraining Notification (WARN) notice issued by Tesla.

Last month, Tesla announced plans to cut 6,020 jobs in California and Texas as part of its broader downsizing strategy. This significant reduction underscores the company’s efforts to address economic challenges and competitive pressures in the electric- vehicle market.

In addition to the cuts in California and Texas, Tesla’s restructuring has also affected its Buffalo, New York, facilities, resulting in the layoff of 285 employees involved in Autopilot software labelling and fast-charging equipment manufacturing.

These layoffs reflect Tesla’s strategic shift towards optimising operations and reducing costs, particularly in high-cost regions such as California. The Palo Alto and Fremont facilities play a critical role in Tesla’s research, development and manufacturing activities.

The move also aligns with broader trends in the tech and automotive industries, where companies prioritise cost management and operational efficiency. For Tesla, maintaining market leadership requires a balance between innovation and financial prudence.

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Justice Wasim Sadiq Nargal, presiding over the case, emphasised that recovery of excess payments made to employees due to mistakes or misinterpretation of rules is impermissible.

Tantray, who began as a daily wager in 1976 and later served as a Chowkidar before being designated as a pump operator in 1993, saw his pay scale upgraded accordingly. However, upon his retirement in 2014, a notice was issued for the recovery of an excess amount paid to him, totaling Rs. 6,08,022.

The court’s decision was grounded in principles of fairness and precedent. Justice Nargal highlighted that Tantray had not misrepresented any facts, and no inquiry was conducted by the authorities regarding his upgrade during his service or post- retirement. The court underscored the absence of any allegation against Tantray and criticised the lack of clarity from the respondents regarding the purported violation of rules.

Referring to various Supreme Court judgments, the court emphasised that recovering excess amounts from employees, especially after retirement, is unjust unless fraud or misrepresentation is proven. It also reiterated the principle established in previous rulings that pay fixation issues cannot be revisited beyond a specific period preceding retirement.

In a definitive move, the Court quashed the recovery order and directed the authorities to release all pensionary benefits owed to Tantray, including an amount of Rs. 3,26,982 withheld from his gratuity. Non-compliance within eight weeks would attract an interest of nine per cent, anually.

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Nike’s $2 billion cost-cutting initiative aims to reduce its workforce by two per cent, and Converse is also affected. The layoffs are not limited to Nike’s Oregon headquarters, where over 700 job cuts are expected, but extend to Converse’s Boston base as well.

In December 2023, the sports brand had revealed its intention to launch a cost-saving initiative that will bring down expenditure by $2 billion in three years’ time. At the time, the company had also revealed that it would be spending about $400 million in severance pay to the impacted employees. Two months later, in February 2024, Nike had revealed its plans to do away with two per cent of its global workforce. That is, it was gearing to axe at least 1,600 jobs. It was also revealed that those working at the Nike stores and distribution centres, as well as the members of the innovation team were expected to be spared.

Converse, renowned for its iconic Chuck Taylor and One Star sneakers, maintains its own product development, supply chain and marketing functions tailored to its business. While it utilises Nike’s technology in its products, it operates independently.

As of last May, Nike boasted a global workforce of nearly 84,000 employees. Converse, contributing about five per cent to Nike’s total sales, remains a significant subsidiary within the Nike portfolio.

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This decision by Honda reflects the ongoing challenges faced by Japan’s traditional car brands in China. The increasing dominance of local manufacturers such as BYD, coupled with a fierce price competition, is eroding market share for foreign brands. Additionally, Chinese consumers are gravitating towards electric vehicles and plug-in hybrids, segments where Japanese brands find it challenging to compete with their domestic counterparts.

GAC Honda Automobile, a collaboration between Honda and Chinese state-owned automaker Guangzhou Automobile Group, informed workers earlier this month about its intention to implement voluntary layoffs.

In an announcement made on Wednesday, 15 May, the Japanese automaker revealed that about 1,700 employees have opted to depart. Of these, 14 per cent represent the production workforce. The venture is currently deliberating on the number of workers it will accept for voluntary retirement. However, the company emphasised that the final tally may vary from the 1,700 workers who have expressed their desire to leave thus far.

Honda operates four factories in China through the aforementioned venture, which has its origins dating back to the late 1990s, and three additional factories through another joint venture established with Dongfeng in 2004.

In April, passenger vehicle sales in China, the world’s largest auto market, experienced a 5.8 per cent decline compared to the previous year, as reported by the China Passenger Car Association. This decrease is attributed to escalating price competition and consumer hesitancy towards significant expenditures amid an uncertain economic recovery.

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The survey methodology involved over 22,800 respondents from various regions, providing comprehensive insights into the attitudes and behaviours of members of Gen Zs and the Millennials. Conducted between November 2023 and February 2024, the findings shed light on the evolving dynamics shaping the future of work and society.

The survey revealed Gen Zers and Millennials are optimistic about the positive impact of GenAI on their work-life balance and productivity. More than half of both groups, comprising 51 per cent of Gen Z and 54 per cent of Millennials, utilise GenAI frequently at work and strongly believe it will enable them to allocate more time to creative and strategic tasks. However, they acknowledge the necessity of reskilling and anticipate that GenAI will shape their career paths and potentially lead to job displacement.

Interestingly, women display higher enthusiasm for GenAI and are marginally more comfortable incorporating it into their work routines compared to men.

Both generations, irrespective of gender, are anticipated to seek training in GenAI. Furthermore, the vast majority, with 81 per cent of Gen Zers and 88 per cent of Millennials, feel that their employers are adequately providing training on the functionalities, advantages, and significance of GenAI.

Gen Zers, particularly in India, express concerns about the financial implications of these policies, including commuting and accommodation costs. Additionally, the inability to physically interact with colleagues is identified as one of the top reasons for leaving an organisation, alongside a lack of growth opportunities.

Environmental sustainability remains a significant concern for Gen Zers and Millennials, with over 80 per cent expressing anxiety about the environment and advocating for climate-positive actions. They are more likely than average to encourage their employers towards sustainable practices.

In India, these generations are particularly conscious of environmental impacts, with a notable percentage altering their relationships with organisations based on their environmental practices. Both groups actively take measures to minimise their environmental footprint, such has avoiding fast fashion and paying more for sustainable products.

A strong sense of purpose is crucial for job satisfaction, as highlighted by 86 per cent of Gen Zers and 96 per cent of Millennials. These cohorts are prepared to turn down assignments and even job offers based on ethical considerations—more than two-thirds of Gen Zs (69 per cent) and Millennials (67 per cent) have declined tasks, bwhile a similar proportion of Gen Zs (64 per cent) and over half of Millennials (57 per cent) have rejected job offers. They hold high expectations from businesses in addressing social inequality issues such as environmental protection, inclusive employment opportunities, equal pay, mentorship and educational programmes.

The return-to-office policies have evoked mixed sentiments among both generations, with a growing preference for hybrid work models. While more than two-thirds of respondents have returned to on-site work, the recent implementation of return-to-office mandates has led to varying reactions.

Millennials exhibit optimism regarding the economic and social outlook, fuelled by India’s sustained economic growth amidst global challenges. A majority of Millennials and a significant portion of Gen Zs anticipate improvements in the country’s economic situation in the coming year, reflecting increased confidence compared to previous years.

According to Deepti Sagar, chief people and experience officer, Deloitte India, both generations view GenAI positively, anticipating it to enhance work-life balance and productivity. However, environmental concerns remain paramount, with a significant portion urging their employers to adopt climate-positive actions.
“Keeping this consciousness in mind, businesses should incorporate eco-friendly practices into every operation and display their commitment towards environmental sustainability to gain a competitive advantage,” she adds.

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It is reported that a conciliation meeting that took place on 14 May led to the assurance that the complaints against the Milma employees would be withdrawn. Also, it was promised that a meeting of the board would take place to approve this withdrawal. Decisions regarding pending promotions will also be taken during the board meeting today, that is, 15 May as was assured.

Post the meeting on 14 May, the pacified employees called off the strike and also reported for night duty.

Kerala Co-operative Milk Marketing Federation (KCMMF) was formed in 1980 as a state adjunct of the national dairy programme, ‘Operation Flood’. Thre three-tiered organisation had 3076 Anand model primary milk co-operative societies as on March 2022 with 10.4 lakh local milk-producing farmers as members. These primary societies are grouped under three Regional Co-operative Milk Producers’ Unions.

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Prakash had filed a petition alleging that DHBVN had denied him pensionary benefits amounting to Rs 2.13 lakh at the time of his superannuation in 1999. Prakash passed on without hearing the verdict, which was in his favour. He had approached the Court six times for justice and to seek what was rightfully his to begin with. The Punjab & Haryana High Court has imposed a cost of Rs 8 lakh on DHBVN for its contemptuous behaviour as compensation, out which Rs.4 lakh is to be paid to the four legal representatives of the petitioner.

According to the Court, pensionary benefits are a Constitutional right, as they are part of the Right to Property and Article 300-A of the Constitution of India. Therefore, no one can be deprived of the same unless by authority of law.

The Court added that the cost of Rs.8 Lakh will be payable by way of compensation.

Pension and pensionary benefits are a Constitutional right since it is Right to Property and Article 300-A of the Constitution of India provides that no person shall be deprived of his Right to Property except by the authority of law, added the judge.

According to the allegations leveled by DHBVN, a shortage of material and missing parts of the transformer and oil at the time was discovered while Prakash was in service. Therefore, DHBVN had decided to recover the cost of these missing materials from the retirement benefits and gratuity of Prakash. Following the filing of a petition, the Division bench of the HC had, in 2008, ordered that Prakash’s benefits be released. However, DHBVN had not complied, and instead, a show cause notice was issued after nine years of Prakash’s retirement, which made no sense.

Finally, now, after 21 years and after the petitioner’s death, the Court has directed that the petitioner’s amount be refunded along with an interest of six per cent per annum within three months.

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Justice Sashikanta Mishra explained that whenever an employee is wrongfully terminated from service, it is the standard rule that they should be reinstated and paid back wages. Of course, the tenure of service of the concerned employee, nature of misconduct and the financial strength of the employer are also taken into account. In this case, Dutta had been serving as a lecturer of history at the College since her appointment in 1988. She was terminated after seven years of service and by no fault of hers.

In Dutta’s case, it was observed that not only was she wrongfully terminated, the state authorities as well as the governing body of the college had failed to reinstate her and follow legal orders due to which she lost out on what was rightfully due to her.

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The letter from Chris Hyams, CEO, Indeed.com, attributed the job cuts to the company’s efforts to simplify the organisation. It is also aimed at facilitating swifter decision-making processes, bolstering revenue and hiring endeavours.

It highlighted that unlike the previous year’s reductions primarily driven by cost-saving objectives, this year’s action aims at optimising efficiency to meet growth targets. Furthermore, it aims to assist 100 million individuals in securing employment by 2030.

The letter also clarified that while the current round of layoffs impacts various groups and regions, it is more concentrated in the US, particularly affecting research and development (R&D) and certain Go-to-Market teams.

The decision-making process, as per Hyams, was fair and that there was no disproportionate impact on women, underrepresented genders, or minority groups in the US. Furthermore, the letter detailed the provision of separation packages tailored to regional requirements, encompassing severance, healthcare coverage where applicable and outplacement services, among other benefits.

Consequently, Indeed will embark on significant restructuring within its R&D division, streamline management layers and implement measures aimed at enhancing decision-making efficiency and organisational clarity. To address employee inquiries, company executives have scheduled a global town-hall meeting.

In March 2023, Indeed had announced a reduction of 2,200 positions, representing about 15 per cent of its global workforce. Citing market conditions and decreased demand for its technology amidst a subdued job market, the company had decide to undertake those cuts.

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This decision comes in the wake of recent endeavours by Alex Chriss, CEO, PayPal, to streamline operations and reduce expenditures since his appointment to the company last September.

According to Bloomberg, the company aims to trim about 2,500 positions, which translates to roughly nine per cent of its total workforce. Employees across various sectors, including engineering and research and development, are expected to be affected by these changes.

The move follows a challenging period for PayPal, marked by declining revenue, share performance, and a more than 20 per cent drop in shares over the past year. This downturn prompted the company to adjust its full-year forecast for adjusted operating margin.

This announcement echoes a similar initiative from nearly a year ago, when PayPal disclosed plans to downsize by approximately 2,000 employees, constituting around seven per cent of its workforce. The online payments firm attributed this decision to the challenging macroeconomic environment it was battling at the time.

Despite these workforce adjustments, PayPal remains committed to its expansion efforts. The company, which owns popular platforms such as Venmo, Xoom and Honey, has pledged to introduce new products and revamp its checkout process to bolster competitiveness in the market.

The ongoing developments at PayPal underscore the evolving landscape of the tech industry, where adaptability and strategic restructuring are essential to remain relevant and drive growth.

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In an exclusive interview with Bloomberg, he expanded on Google’s approach to expense management and workforce growth amid industry shifts. He stressed the necessity of tough decisions aligned with evolving priorities, aimed at maximising efficiency and productivity to meet market demands.

Pichai underlined the importance of executing layoffs thoughtfully to minimise disruption, with existing employees reportedly receiving salary raises.

He noted that most actions would occur in the first half of 2024, with a significant reduction anticipated later in the year. Pichai emphasised the company’s commitment to disciplined hiring practices moving forward.

After last year’s layoff of 12,000 employees, recent reports indicate further cuts at Google including positions tied to electric vehicle manufacturer Rivian Automotive in the Bay Area. Official filings confirm Google’s plan to cut 57 roles in San Francisco across various functions such as management, engineering and analytics.

These remarks come as Google navigates operational streamlining amid industry changes and economic uncertainties. Despite challenges, Pichai remains optimistic about Google’s adaptability and prospects in the evolving tech landscape.

Recently, the company let go 200 members from its core team as part of a cost-cutting and restructuring exercise. About 50 roles were axed from the engineering team operating out of the California headquarters. Some of the jobs are expected to be relocated overseas, primarily to India and Mexico, as reported by CNBC.

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The Court was of the opinion that it was only humanitarian to allow an employee to seek treatment from the best hospital in case they meet with an accident or suffer an injury while in service. There is no reason for Rajeevan, the FCI employee who was injured in an accident to be denied reimbursement just because he went to a hospital not in the list of empanelled hospitals issued by his employer. Employees, said the Court, cannot be forced to approach only the hospital(s) empanelled by the employer. Therefore, the Court asked FCI to reimburse the said employee’s medical expenses.

The appeal filed by FCI was dismissed saying that no circular from an employer can supersede what is stated in section 4(2A) of the Employees’ Compensation Act, 1923, according to which employees are to be reimbursed the actual medical expenses they incur for treatment of injuries caused sustained while in service. As per the Court, the Act was meant for the welfare of employees, and therefore, its very meaning and purpose cannot be ignored or overruled by the any internal circular or order. Rajeevan was given a compensation of Rs 1 lakh instead of Rs 50,000.

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Razorpay acknowledges the changing landscape of family structures. Their new policy empowers employees to define their family for insurance purposes, including siblings alongside existing coverage for spouses, live-in partners, LGBTQIA+ partners, and parents. This sibling coverage is a rare perk, offered by less than 1 per cent of Indian companies according to Prudent’s data. Razorpay’s move reflects a commitment to fostering a truly inclusive work environment that caters to the diverse needs of its workforce.

“Our people are at the heart of Razorpay. We believe in fostering an environment where every team member feels valued and supported.”

Chitbhanu Nagri, Senior Vice President, People Operations, Razorpay

The revamped policy goes beyond traditional coverage. It now includes critical treatments like HIV/AIDS and PCOS, demonstrating Razorpay’s commitment to comprehensive healthcare support for its employees. Additionally, co-pays are eliminated for employees, spouses, and children covered under the plan, further reducing financial burdens during medical emergencies.

Razorpay recognises the changing needs and expectations of today’s workforce. Their report highlights a 110 per cent increase in Indian companies offering comprehensive healthcare plans in FY’24. Razorpay’s industry-leading policy reflects this shift by addressing a wider range of employee needs, moving beyond the standard health insurance offerings.

Key highlights of the revamped policy

• Extended Family Coverage: A first-of-its-kind benefit in India, the plan now includes siblings, adopted children, and a 3rd child.
• Critical Illness Coverage: Treatments for HIV/AIDS, PCOS, and more are now covered under the policy.
• Enhanced Financial Security: Razorpay eliminates co-pays for employees, spouses, and children, reducing out-of-pocket medical expenses.
• Improved Maternity Benefits: Increased coverage limits for C-sections offer additional financial support during childbirth.
• Discounted OPD Expenses: All employees can benefit from up to 50 per cent off on outpatient department expenses.
• Regular Health Checkups: Preventive healthcare is emphasized with the inclusion of regular health checkups as a new benefit.
• Wellness Perks: Employees can access discounted gym memberships at Cult, further promoting overall well-being.

“Our people are at the heart of Razorpay,” stated Chitbhanu Nagri, senior vice president, people operations, Razorpay. “We believe in fostering an environment where every team member feels valued and supported.” This new policy reflects that philosophy, offering a comprehensive and inclusive health insurance plan that goes beyond the industry standard.

Razorpay has a history of prioritising its employees. Recent initiatives include the “Resume with Razorpay” program for women re-entering the workforce and “Bring Your Children & Pets to Work” days. These efforts contribute to a strong company culture that emphasises diversity, security, and inclusion, making Razorpay an attractive employer in today’s competitive job market.

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According to a senior official at HDFC Bank, this move is designed to adapt to the evolving dynamics of the workplace while prioritising the needs of its workforce. The decision was communicated to employees via email on 6 May, underscoring the bank’s commitment to transparency and employee welfare.

This announcement marks a significant shift aimed at enhancing employee flexibility and facilitating smoother transitions within the organisation. Furthermore, through this move, the private bank aims to mitigate the challenges posed by high attrition rates and foster a more agile and employee-friendly work environment.

Under the updated policy, even probationary employees will benefit from the shortened notice period, aligning with the bank’s mission to empower its workforce. Additionally, employees may request early exits, potentially being relieved in less than 30 days with the approval of their reporting manager, further enhancing flexibility during career transitions.

This initiative from HDFC Bank mirrors a broader industry trend, with ICICI Bank having made a similar adjustment in 2020. While HDFC Bank now joins ICICI Bank in this endeavour, other institutions such as Kotak Mahindra Bank and several public-sector banks continue to maintain a 90-day notice period.

This strategic move reflects its proactive approach to talent management in the ever-evolving banking landscape. By prioritising employee flexibility and well-being, the bank seeks to enhance productivity and adaptability, positioning itself for continued success in the future.

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In a letter dated 15 April, addressed to the workforce, Cognizant reiterated its expectations regarding in-office presence. It urged those who hadn’t complied to the return-to-office mandate, despite earlier warnings to revisit previous communications from top brass regarding office attendance.

As per the letter, failure to adhere to these directives could be construed as serious misconduct under company policies. The repercussions, the report suggested, could range from disciplinary action to outright termination.

This development follows a previous directive in February, wherein the IT giant mandated its Indian employees to work from the office at least three days a week. In a memo, Ravi Kumar, CEO, Cognizant, said that the over 2.5 lakh employees in India are expected to work from office for three days in a week, or as their team leaders seem fit.

The company was also expected to introduce a new hybrid-work scheduling app for the India workforce, helping managers and team leaders create schedules conveniently and reserve rooms/space at the workplace for their teams as required.

India hosts a significant portion of Cognizant’s workforce, with about 2.5 lakh out of about 3.4 lakh employees based there, as per the company’s annual report.

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Gupta’s elevation to CHRO was approved by the Board of Tata Communications recently.

An economics graduate from Delhi University, Gupta also completed an MBA from IIFM.

He was associated with Deloitte Consulting for two years from 2004 to 2006, before he moved on to PricewaterhouseCoopers as senior consultant-HR advisory.

The next three years he spent with KPMG Advisory as manager-HR advisory.

His next stop was EXL service, where he served as assistant vice president-talent management and OD from 2011 to 2013.

It was in September 2013 that he joined Tata Communications, as director-human resources. Less than five years later, he was elevated to the position of senior director-global head of talent acquisition, talent management, OD, D&I and BHR. Less than four and a half years later, he got promoted to vice president-global head, compensation and benefits and business HR.

Goyal will be passing on the baton to Gupta after a 14-year long tenure with the firm. He was part of the Management board too and even headed sustainability, CSR, health and safety, SCM.

This alumnus of BITS Pilani has also been associated with SAP as CHRO global advisory board member since 2019.

Know for his strong work ethics, Gupta’s eye for detail will stand him in good stead in his new role.

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Primarily, the employees at the smaller offices of Walmart  in Atlanta, Dallas or Toronto have been asked to relocate as per the Wall Street Journal.

However, as per reports, employees may be allowed to work remotely part time, provided they spend most of their time working from the physical office.

The workforce strength of Walmart at the start of 2024, was about 2.1 million, globally. It has been trying to reduce the headcount for a year now, in preparation for automation. In fact, it hopes to automate about 65 per cent of its stores over the next two years.

In March 2023, Walmart had laid off several employees at its five e-commerce fulfilment centres across the US due to a reduction or elimination of evening and weekend shifts. The impacted workers had been assured by the company that they would receive payment for 90 days during their job search at other Walmart locations, including technologically advanced e-commerce distribution centres. At the time, these layoffs had raised concerns about a possible economic recession in the US,

Cut to February 2024, in a bid to attract and retain talent in a competitive labour market, Walmart rolled out a two-pronged strategy— stock grants for managers and a 3-for-1 stock split. This move came amidst rising inflation and pressure to lower grocery prices, while the retail giant grappled with high turnover, particularly among managers.

By offering stock grants of up to $20,000, coupled with a revamped compensation package boasting higher base salaries and potential bonuses of 200 per cent, Walmart aimed to incentivise an ownership mentality and long-term commitment among its managers.

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Ram’s association with Godrej Consumer Products began back in October 2010, when he joined as HR business partner, sales. Less than two years into this role, he was promoted to manager-learning and OD and HRBP marketing and sales support functions, based out of Mumbai. He also successfully led the the capability development initiatives for the organisation.

In April 2014, he was elevated again, this time to the position of HR business partner, Godrej Indonesia and Middle East. Among other responsibilities, the role involved working closely with the management committee team towards HR solutions for the organisation’s growth agenda.

His next promotion came more than two and a half years later, to the role of head HR, Africa, US and Middle East. This elevation saw him relocating to Dubai for five years. In 2021, he became business head –South Africa.

An alumnus of the Institute of Management Technology, Ghaziabad, Ram’s career began with Marico, in 2007, when he joined as a management trainee, hired from campus. After his training, he took on the responsibility of plant HR. By the time he moved on from Marico three years and five months later, he had become HR business partner, manufacturing and supply chain.

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Backed by two decades of experience in diverse industries, including pharmaceutical, power, luggage and healthcare, Singh is a seasoned HR leader capable of driving growth and transformation.

Armed with a degree in law, Singh began his professional journey with Wanbury, where he joined as officer-HR, in 2001. Four years laters, he joined CIPLA as management staff (HR). For a little less than two years, he handled end-to-end HR processes entailing recruitment and selection, induction, performance appraisal, training and development, payroll administration, compliance and so on.

From 2008 to 2010, he served as manager-HR, Molekule India, successfully handling all implementation of HR policies and procedures.

His next stop was Emco, in 2010 where his stint lasted a little over three years.

In 2013, he joined Safari Industries as senior manager- HR and admin. More than three and a half years into this role, he moved to Narayan Health, as senior human resources manager. A little less than four years into this role, he was elevated to DGM-HR, in April 2021. This promotion took him from Mumbai to Raipur.

Singh has completed an executive development programme in driving growth, from XLRI Jamshedpur in 2022.

Remembered for the employee welfare and engagement programmes initiated by him, Singh is also known to be highly dependable, energetic and dynamic.

HRKatha wishes him all the best in his latest assignment at Tata Cancer Care Foundation.

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In a move to share this success with its workforce, the Emirates Group has granted a generous 20-week bonus to its employees. This is also a part of the company’s commitment to recognising their dedication and contribution to the company’s triumph.

The announcement comes amidst a period of robust expansion, with the Group’s workforce reaching a record high of 1,12,406 employees. This is a 10 per cent increase from the previous year. Both Emirates and dnata, subsidiaries of the Emirates Group, have intensified their global recruitment efforts. This expansion aims to bolster operational capacities and fortify capabilities across various sectors.

Sheikh Ahmed bin Saeed Al Maktoum, chairman and CEO, Emirates Group, announced the news in an X post. He highlighted that the Group’s exceptional financial standing today sets a solid foundation for its future endeavours.
The remarkable financial performance is further accentuated by a record revenue of Dh137.3 billion ($37.4 billion), up 15 per cent, propelled by robust customer demand across business divisions.

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The company detailed its plans in a filing, outlining the formulation, adoption and implementation of the Zomato Employee Stock Option Plan 2024 (ESOP 2024), pending shareholder approval. This plan considers granting 18.26 crore employee stock options to eligible employees, including those in subsidiaries and associated companies.

The company emphasised the importance of ESOPs in cultivating a culture of long-term thinking and innovation, crucial for sustained shareholder value. It further revealed the creation of an additional ESOP pool equivalent to two per cent of the existing share capital on a fully diluted basis, pending shareholder nod.

The company noted that the total ESOP cost for Q4FY24 stood at Rs 161 crore, up from Rs 122 crore in Q3FY24.The increase is attributed to the granting of ESOPs to the Blinkit executive team and senior employees. It clarified that the creation of the new ESOP pool would not directly impact the ESOP charge, emphasising that the charge is a non-cash expense realised only upon granting ESOPs to employees.

Last year in August, Zomato issued employee stock option plans (ESOP) valued at Rs 2.52 crore to certain employees of the company and its subsidiaries. The Board of Zomato lent its approval to the allocation of 2,52,59,179 fully paid-up shares with a face value of one rupee per share.

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The case revolved around Badal Kumar Mandal, who was initially appointed as a technical assistant at the Indian Museum in 2001 and was subsequently promoted to the position of senior technical assistant in 2005. However, in a surprising turn of events in 2018, Mandal was reverted back to his original position, prompting him to challenge this decision through a writ petition.

Mandal’s petition argued against the Museum’s decision to revert his position, citing the autonomy granted to the Museum under the Indian Museum Act of 1910. Additionally, he contested attempts to reduce his terminal benefits or recover excess payments received by him.

The respondents countered, asserting the supremacy of Central government regulations over the Museum’s autonomy, particularly concerning pay scales and post re-designations.

Hearing both the sides, Justice Rajasekhar Mantha’s bench emphasised that regardless of the legality of pay scale upgrades, recovery of excess payments from employees is impermissible, echoing the Supreme Court’s stance.

The court noted the resolution passed by the Museum’s Board of Trustees in 1992, indicating the Museum’s independence in such matters. It also recognised the directives issued by the Central government concerning compliance with a circular related to pay scales, underscoring the Museum’s obligation to adhere to these regulations.

Emphasising the petitioner’s right to terminal benefits based on his last position as senior technical assistant, the Court prohibited any attempts to diminish these benefits or reclaim excess payments. Citing the precedent set in the case of State of Punjab vs. Rafiq Masih (Whitewasher), where the Supreme Court ruled that regardless of the legality of pay scale upgrades, recovery of excess payments from the petitioner due to such revisions cannot be undertaken, whether during employment or afterward.

The ruling prioritised justice and employee welfare, ordering the calculation of Mandal’s terminal benefits based on his last-held position, senior technical assistant. Additionally, it barred any further reversions or attempts to recover excess payments, providing Mandal with much-needed relief and setting a benchmark for similar cases nationwide.

This verdict underscores the judiciary’s commitment to upholding employees’ rights and ensuring fair treatment in the face of bureaucratic complexities.

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G. Ravichandran, a long-serving employee initially hired as a record clerk (company trainee). In 1988, he progressed through the ranks to become a senior superintendent at the Tamil Nadu State Transport Corporation (TSTC). Claiming eligibility for the position of assistant manager (Legal) due to his law degree, Ravichandran filed writ petitions when overlooked for promotion in favour of junior colleagues without similar educational qualifications.

Ravichandran contended that his law degree met the criteria outlined in the organisation’s Common Service Rules for promotion to assistant manager (Legal). He alleged unjust treatment, asserting that despite meeting requirements, he was bypassed for promotion.

The amil Nadu State Transport Corporation argued that while Ravichandran held a law degree, he lacked necessary practical experience in civil or mofsel courts as an advocate, a prerequisite for the role. Additionally, his incomplete five-year tenure as senior superintendent, as per Rule 60(d)(i) of the Common Service Rules was highlighted.

The Court noted that the petitioner was appointed as a senior superintendent on 30 May, 2015, without completing the mandatory five-year service period required by Rule 60(d)(i) of the Common Service Rules for eligibility for promotion to assistant manager (Legal).

That is not all; the Court pointed out the petitioner’s lack of essential practical experience in civil or mofsel courts as an advocate, a prerequisite for the assistant manager (legal) role.

Regarding the corporation’s seniority list, the Court confirmed its alignment with applicable rules and regulations. It further observed that promotions within the TSTC were based on merit and eligibility criteria, encompassing completion of necessary service years and possession of required qualifications in accordance with the Common Service Rules.

Consequently, dismissing the writ petitions, the Court upheld TSTC’s promotion procedures, signalling adherence to established eligibility standards for advancement within the organisation.

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This decision comes as part of a broader global restructuring initiative by Medtronic. Furthermore, most of the affected employees are from Mazor Robotics, a company acquired by Medtronic in 2018 for $1.6 billion, marking its largest acquisition in Israel.

Mazor specialises in developing robotic guidance systems for spine surgeries.

The layoffs in Israel follow similar actions taken by Medtronic in recent weeks, including the termination of 44 workers in California, at its Carlsbad facility, and numerous others in Ireland.

The company also announced plans to reorganise and transfer certain operations at the Carlsbad site, as indicated in a filing under the Worker Adjustment and Retraining Notification with California authorities.

However, the specific operations impacted were not detailed in the notification.

The layoffs were scheduled to occur on or around 19 May, or within a 14-day window starting from that date. While the terminations predominantly affected engineering positions, they also encompassed several roles in technician and project management capacities.

It is anticipated that this trend of layoffs will persist throughout the company.

Having established its Israel office in 1974, Medtronic has been actively investing in the country’s technology and innovation sector, having spent an estimated $4 billion acquiring Israeli companies to date. Despite these workforce reductions, Medtronic remains a significant player in the medical device industry, with approximately 95,000 employees globally and a market capitalisation of $110 billion.

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This decision, described as the “toughest chapter” in the studio’s history, comes amidst global challenges faced throughout the past year. According to a recent X (formerly Twitter) post, Mighty Kingdom aims to “rightsize” its operations in response to ongoing economic difficulties. The move is also a part of the company ensuring sustainability for the future.

Staff members have been notified of these changes, prompting many to begin searching for new employment opportunities.

David Yin, CEO, Mighty Kingdom, expressed deep regret over the decision, emphasising the exhaustive exploration of alternatives to mitigate the layoffs. Despite the somber news, the studio remains committed to delivering engaging gaming experiences, both with current titles and future projects.

Moreover, in a gesture of support, Mighty Kingdom has compiled a list of affected staff and their skills to aid in their job search.

The timing of these layoffs coincides with broader challenges facing the global games industry, marked by reduced investment opportunities and tighter budgets. Those able to offer employment opportunities are encouraged to consider the talents of the displaced Mighty Kingdom employees.

Mighty Kingdom games are available in India through various platforms or digital- distribution platforms such as Steam, mobile app stores such as Google Play Store and Apple App Store, and console platforms such as PlayStation Store or Xbox Live. Some of their popular titles include “Shopkins: Chef Club,” “LEGO Friends: Heartlake Rush,” and “Disney Crossy Road.”

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With her deep expertise, Rita is tasked with further strengthening OMG India’s people-centric culture, aligning with the group’s vision, and cultivating future-ready teams to drive growth.

Rita’s familiarity with Omnicom extends back 19 years, having previously led the HR function at DDB Mudra Group, an Omnicom Advertising Services entity in India. Her transition within the Omnicom network underscores the company’s collaborative culture and commitment to promoting top talent across its diverse portfolio of agencies.

During her tenure at DDB Mudra Group, Rita spearheaded various diversity and inclusion initiatives such as Omniwomen and OPEN Pride, while also enhancing talent management processes. Her efforts earned the agency recognition for its talent capabilities.

Kartik Sharma, Group CEO of Omnicom Media Group India, expressed confidence in Rita’s ability to propel the organisation’s success, emphasising the critical role of talent in driving client success. Rita Verma herself expressed excitement about joining an organisation that values talent and creativity, pledging to align talent strategies with the broader vision to deliver outstanding solutions across the board.

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Kanakavali was married to Raja Armugam who used to an employee of AAI till he died. However, the two had one child while Armugam was in service. Kanakavali was given a job at AAI on compassionate grounds post Armugam’s death. She married again later and had two children with her second husband. As an employee of AAI, it was her second request for maternity leave (she wasn’t an employee of AAI when she had the first child with her first husband). Airport Authority of India, however, rejected her leave application because she already had two children.

The Court highlighted the fact that AAI’s maternity leave rules did state that a woman in service could avail of maternity benefits twice during her tenure. Therefore, Kanakavali was right in seeking leave. The Court also pointed out that since motherhood is a natural phenomenon, it was the duty of employers to be considerate and sympathethic towards their female employees who are pregnant; that denying a woman maternity leave just because she already had two children was wrong. Also, the Court wished for employers to be more sensitive towards expecting women in their workforce as they put up with many challenges because of their condition, not just before childbirth but after too.

According to the Court, maternity benefits and the rules governing the same were designed for women who marry only once and become mothers thereafter. However, it was pointed out that the benefits and associated rules were drafted to ensure that the women employees are not lost to the workforce due to motherhood and not to check population growth.

Also, as per the Constitution, the right to reproduce is an important part of an individual’s “right to privacy, dignity and bodily integrity under Article 21”, as reported by LiveLaw.

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It is pertinent to mention here that the deal has already received approval from the Competition and Consumer Commission of Singapore (CCCS) and the Competition Commission of India (CCI), with certain specific terms and conditions.

The merger deal will see Singapore Airlines acquiring 25.1 per cent stake in Air India.

Of the total workforce, about 6,500 employees are from Vistara whereas about 17,000 are from Air India. In March, Kannan, had confirmed that the merger will lead to the complete absorption of Vistara’s employees by Air India. In other words, Vistara employees, including pilots, flight attendants and engineers, will need to seek new roles within Air India.

It is hoped that the merged entity will be more efficient in terms of operations and will lead to better performance on the domestic as well as international fronts.

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Rajeshbhai marched to the Labour Court, claiming the corporation had violated his right to fair treatment, a legal concept known as ‘natural justice’. The court agreed, calling the dismissal harsh and ordering
Rajeshbhai’s reinstatement with some back pay. The corporation felt unheard, unheard in the cacophony of the initial ruling. They appealed to a higher court, the Gujarat High Court.

Here, the plot thickened. The Gujarat High Court acknowledged the seriousness of Rajeshbhai ‘s absences, even with his explanations. But a new wrinkle emerged – the corporation argued they weren’t given a fair chance to defend their decision. Their written statement, a document outlining their case, explicitly raised this concern. Imagine being on trial but denied the chance to speak!

The High Court, upholding legal principles, agreed. Every side deserves a hearing, they ruled. Failing to consider the corporation’s defense violated “procedural fairness,” the legal guarantee of a proper process.
Rajeshbhai’s case was sent back to the Labour Court. This time, the corporation would get its say. They would have the opportunity to present evidence justifying Rajeshbhai’s dismissal. The story wasn’t over.

Rajeshbhai would have to wait, and the corporation would get their chance to plead their case. This legal drama highlighted two important lessons. Employers, like the Rajkot corporation, need to follow proper procedures when taking disciplinary action. Even an employee’s admission of wrongdoing might not be enough. And for both sides, the fight for fairness, whether keeping a job or justifying a decision, hinges on being heard.

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The spectre of unions, though a mere 1.2 per cent of the massive 600,000 strong workforce, is a noteworthy shift. This flicker of change, a 0.01 per cent increase from the previous year, hints at a potential transformation in the dynamics between TCS and its employees. Interestingly, a subtle gender gap exists, with a slightly higher percentage of male employees seeking the shelter of unions.

What’s driving this newfound interest in unions? The reasons could be many. Perhaps a growing awareness of labour rights and legal protections is empowering employees to seek collective representation. Or maybe the recent volatility in the IT sector, with whispers of layoffs and hiring freezes, has sparked a need for the security and bargaining power that unions offer.

The other side of the coin reveals a demographic shift. The vibrant young blood of TCS, those under 30, is showing a dip. In India, this age group has shrunk from a dominant 59 per cent to 50.3 per cent within just two years. The story is similar in the US branches as well. Conversely, the ranks of seasoned employees, those above 40, are steadily rising across geographies.

These trends paint a complex picture for TCS. The rise in unionisation, although small, signifies a potential need for a stronger employee voice. The aging workforce, on the other hand, presents a different set of challenges. Innovation, often fuelled by the fresh perspectives of younger minds, might take a hit. Attracting young talent could become an uphill battle.

TCS, the giant that it is, must now adapt its approach to navigate this balancing act. Addressing the concerns that are driving the rise in unions is crucial. Fostering a work culture that values experience while still attracting young minds is paramount. The company’s ability to address these evolving dynamics will determine its success in the years to come.

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Badge Tracking: A human capital management software will track employee badge swipes, assigning color-coded ratings based on office presence. Blue signifies consistent on-site work, green indicates regular presence, yellow shows limited on-site time, and red flags employees with minimal physical presence.

VPN Monitoring: Dell will reportedly track VPN connections to determine if employees are working remotely. This adds another layer of oversight, potentially raising privacy concerns for some employees.

Reports suggest that many Dell managers are uncomfortable with the system, fearing it could negatively impact the career growth prospects of remote workers, even leading to potential layoffs.

Dell, however, maintains that in-person collaboration is crucial. In a statement, the company emphasised the importance of “in-person connections paired with a flexible approach” for fostering innovation and competitive advantage.

This policy reflects the ongoing debate within the corporate world regarding post-pandemic work models. While some companies embrace flexible work arrangements, others, like Dell, prioritize physical office presence. The effectiveness of Dell’s tracking system in achieving its goals and its impact on employee morale remain to be seen.

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As per the new rules LTC Rules [Rule 1(3)&1(4)]:

Subject to the provisions of sub-rule 1(4), will apply to all those employees appointed to civil services and civilian government posts in the Defence Services in connection with the affairs of the Union. The concession will also apply to state government employees who are on deputation with the Central government. Those appointed on a contract basis will also be eligible.

Government employees who are not in whole-time employment will not be eligible for the concession. Those in casual and daily-rated employment are not eligible either. Members of the

Armed Forces, as well as local recruits in Indian missions abroad will not enjoy LTC. Employees of the Central government who enjoy other forms of travel concession (whether during leave or otherwise) will not be eligible for LTC either. Additionally, those paid from contingencies are also not eligible.

Railway employees may avail of the LTC only once in four years, as per CCS(LTC) Rules, 1988, but certain terms and conditions will apply.

As per the the LTC scheme, government employees are allowed to visit their home town or any place in India in a four-year block. Alternatively, they are given the option to avail the concession to travel to their hometown twice in two years, or travel to their hometown once in a one two-year block and visit any other place in the country in the second two-year block.

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The compensation for managing director and executive directors at TCS has two components. While the salary along with benefits, perks and allowances make up the fixed component, there is also a variable component, comprising commissions given on the basis of performance. The variable pay is determined by the IT services company’s financial performance and achievements.

Interestingly, in April 2024, TCS had introduced a new policy tying employees’ quarterly variable pay to their in-office attendance. Now, employees with attendance below 60 per cent will be ineligible for the bonus. This rule was implemented following the company’s decision to require employees to work from the office five days a week.

The net profit of the company went up to Rs 12,434 crore in the March 2024 quarter. For the financial year 2023-24, TCS posted net profit of Rs 45,908 crore, that is, a growth of nine per cent.

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The bank recently revealed its earnings for the fourth quarter at a press conference. While at least 11,000 general roles exist, the bank reportedly follows a system wherein a significant 85 per cent of the positions at associate and officer level go to engineers. These engineers are trained on banking and then assigned associate roles, with some even going into the information technology (IT) department. With an aim to develop its IT department, the bank intends to hire more people with knowledge of technology. At least 2,000 will join as probationary officers.

In the financial year 2024, SBI had a total workforce strength of 2,32,296. This was less than the 2,35,858 people in its workforce in the previous financial year.

For the quarter ended 31 March 2024, the net profit for the bank was Rs 20,698. This was 24 per cent more than the figure for the same period last year, that is, Rs 16,695 crore.

Dinesh Khara, chairman, SBI, revealed that the net interest income (NII) during the quarter ended 31 March, 2024 went up to Rs 41,655 crore from Rs 40,393 crore in March 2023. Net interest margin, on the other hand, fell to 3.47 per cent.

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The terminated employees were accused of violating employment terms, which require crew members to be available for assigned duties and maintain high standards of conduct.

The airline’s letter to employees outlined the severity of the situation. The letter stated that the coordinated absence of crew members severely disrupted flight schedules, leading to substantial inconvenience for passengers and significant financial losses for the company. The termination came with immediate effect, rendering the terminated employees ineligible for any further employment benefits.

Furthermore, Air India issued an ultimatum to remaining sick-reported crew, demanding their return to duty by 4 pm on Thursday, 9th May, or face similar consequences.

The disruption caused by the protest resulted in the cancellation of at least 60 flights for Thursday alone, affecting numerous passengers. The airline, known for its significant operations to Gulf destinations, has been compelled to reduce flight operations until 13 May, due to the shortage of cabin crew.

Discontent amongst Air India Express cabin crew has been simmering for some time, particularly following the announcement of a merger with Air India Express Connect (formerly AirAsia India) as part of the Tata Group’s consolidation of its aviation holdings. The Air India Express Employees Union (AIXEU), representing a significant portion of the senior cabin crew, has levelled accusations of mismanagement and a lack of transparency in HR practices against the airline.

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During a post-earnings conference call after the company’s Q4FY24 earnings declaration, R Shankar Raman, chief financial officer, L&T, elaborated that despite a slowdown in international order inflow witnessed in the fourth quarter of 2023-24 and anticipated sluggishness in domestic orders for the initial two quarters of 2024-25, L&T remains steadfast in its hiring initiatives. This decision is to ensure the smooth execution of its growing order book, valued at Rs 475,809 crore by the end of 31 March, 2024.

He emphasised that since about 38 per cent of L&T’s order book comprises international contracts, the company is poised to expand its global workforce further.

On 8 May, L&T disclosed its Q4 results, reporting a consolidated net profit of Rs 4,396 crore for the quarter ending March 2024. This figure reflects a 10 per cent increase compared to Rs 3,987 crore recorded in the corresponding period last year and Rs 3,621 crore in the same quarter of 2022-23.

Recently, Santosh Rai was appointed the new head-human resources, Larsen & Toubro Precision Engineering and Systems IC. He will be based out of Mumbai, Maharashtra. Known to be a meticulous, highly energetic and committed HR person, Rai’s 24 years of experience will stand him in good stead in this new role.

The post L&T boosts workforce by 10% amidst growth plans appeared first on HR Katha.

Recognising the challenges faced by individuals re-entering the corporate world after a career hiatus, the bank has introduced a specialised six-month internship programme. It aims to assist selected returnees with projects and mentorship from experienced industry leaders, facilitating a smoother transition back to work.

The programme offers hands-on experience within an environment recognised as one of the ‘100 Best Companies for Women in India’ for eight consecutive years. Furthermore, the move underscores DBS’ ongoing commitment to fostering diversity and supporting employees across various life stages as part of its responsible business practices.

Kishore Poduri, managing director and country head – HR, DBS Bank India, emphasised the importance of nurturing a diverse talent pool and providing comprehensive support to employees. He highlighted the positive impact of DBS’ previous initiatives, citing a notable 13 per cent increase in the engagement score for women in 2023 compared to the previous year. “These are signs that our efforts are paying off as we continue to focus on creating an environment where all employees are supported to thrive professionally and live fulfilled,” he added.

DBS’ commitment to employee well-being extends beyond gender inclusivity. The bank recently enhanced its paternity and adoption leave for new fathers from two weeks to four, aiming to promote gender parity and encourage shared parental responsibilities.

Moreover, the organisation strives to be a forerunner in the employee benefits space, by taking a hyper-personalised approach to cater to the evolving needs of a diverse workforce.

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Prior to this, Chaudhuri was associated with udaan, a B2B e-Commerce startup, as its head-HR, managing human resources across a diverse range of categories. His role involved overseeing personnel matters across various sectors, ensuring effective staffing, talent management, and organisational development strategies are in place to support udaan’s dynamic businsess model and facilitate its growth in both B2B and B2C segments.

An alumnus of the Tata Institute of Social Sciences and with over 14 years of combined expertise, Chaudhuri has worked with Aditya Birla Group, Hindustan Unilever, Bennett Coleman, Nokia, Siemens and Unitech.

His longest stint was with the Aditya Birla Group where he started as a programme director at the Group’s Global Centre for Leadership Learning-Gyanodaya, in the year 2010. In 2012, he was elevated to the role of manager-HR business partner, managing the company’s domestic textiles, acrylic fibre and overseas spinning businesses, across India and South-East Asia.

In the year 2015, he was elevated to the role of assistant general manager-business HR CoE for rewards. In this capacity, he managed rewards and benefits, performance, manpower planning, job analysis and evaluation and HR tech for 1100 managers and expatriates, across three businesses. He was responsible for 10 manufacturing units spread across five countries (India, Thailand, Indonesia, Egypt and Philippines).

In the year 2016, he became the head-human resources, at the company’s new branch-Aditya Birla Nuvo. In 2017, he moved to Grasim Industries, leading employee relations for the textiles sector.

His diverse experience and ability to work with agility and lead large global teams will stand him in good stead in his new role at Godrej Consumer Products.

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In her new capacity, Prabhakar will oversee the company’s people organisation, which includes various departments such as human resources business partner (HRBP), employment relations, talent, total rewards, people insights, people M&A, as well as diversity, equity and inclusion (DEI), on a global scale.

Prabhakar’s journey with Atlassian began in 2019 as the head-HR partners for Asia Pacific, followed by leadership roles in people M&A and global HRBPs.

With over two decades of experience in HR, Prabhakar has worked across sectors such as technology, aviation, insurance, research and analytics. Furthermore, her career includes valuable stints at many renowned organisations including Fuji Xerox, British Airways, Genpact and GE Capital.

She began her professional journey with GE Capital, where she joined as its HR manager-GE Finance Assurance, in the year 2001. In 2005, she was elevated to its analytics department as HR manager.

In 2006, Prabhakar joined Genpact as its human resources recruiting manager. She was responsible for developing effective hiring strategies to manage growth, lowering early attrition rates and maintaining competitive entry-level compensation.

Her next stop was British Airways where she joined in 2007 as its HR manager-South Asia. Working closely with the leadership team, she provided strategic HR support to the local teams, driving key change- management projects in the region to drive business efficiencies. In 2010, she got added responsibilities for Asia Pacific, Middle East and Central Asia.

In 2015, she joined Fuji Xerox as its human resources business partner, driving sales-force effectiveness and delivering business efficiencies through coaching sales leaders.

Speaking on her appointment, Erika Fisher, chief administrative and legal officer, Atlassian, said, “Avani is laser focused on a people strategy that delivers outcomes and drives success across the whole business. She naturally excels at unlocking and emphasising the power of cross-functional teams and partnerships to deliver high-impact results.”

In Prabhakar’s words, “We aspire to be an employer of choice, and a company where people are given the opportunity to do the best work of their careers. That’s no small feat, but it’s an honour to be at the helm of the teams delivering on this ambition for our 11,000+ Atlassians across the world.”

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It is pertinent to mention here that fringe benefits include benefits such as tuition support, life insurance, end employee discounts, that is, perks that companies grant to their staff members in addition to the normal salary. And such fringe benefits, including bonuses or reimbursements ge benefits such as bonuses or cash reimbursements are likely to be subject to income tax.

While the unions and officers’ associations argued against the rule, the Court maintained that such savings were enjoyed by the employees because of their job and only due to their status of being employees of the establishment/bank. Moreover, these savings/benefits were being enjoyed in addition to the salary they were earning. Therefore, they were definitely a perquisite, which is taxable.

Therefore, the appeals made by the unions and associations that challenged Rule 3(7)(i) of the Income Tax Rules, 1962 and Section 17(2)(viii) of the Income Tax Act, 1961, were dismissed by the Supreme Court.

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The mail from Elon Musk, CEO, Tesla, that has been viewed by thousands on social media ever since, says in a very ruthless and matter-of-fact manner, “Your last working day is today”. That is not all; the mail isn’t even personal, beginning with “Hello employee”. Musk did not even care to name the employee indicating a communication that is bereft of all emotions.

Some of the employees had received this termination mail on their personal e-mail ids as their official ids had been blocked. The mail also informed them that they had lost access to their official ids as well as office premises had been stopped with immediate effect.

The exact words were, “You will not need to perform any further work and therefore will no longer have access to Tesla systems and physical locations.”

In mid April, Tesla had announced a significant restructuring plan that it said would result in a 10 per cent reduction of its global workforce, potentially affecting around 14,000 employees worldwide. This move was aimed at streamlining operations and slashing costs amidst recent challenges.

Notably, the layoffs extended to high-level executives, with Drew Baglino, senior VP, who oversaw the power train and energy divisions for 18 years, among those departing at the time. Since then, many from the senior ranks have left the company, adding to the feeling of uncertainty amongst the employees.

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