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.

The post 6% of Toshibha’s Japan workforce to be laid off appeared first on HR Katha.

The answer lies in learning, unlearning and relearning, which is the mandate for success.

Culture of continuous learning

Central to preparing for the phenomenon called ‘permavucalution’ is the notion of perpetual learning. “It’s not just about acquiring new skills but also unlearning outdated ones and relearning in alignment with evolving organisational needs,” emphasises Anil Mohanty, CPO, DN Group. This culture of continuous learning lays the foundation for a workforce capable of navigating the complexities of the modern workplace, where AI integration is not just a possibility but an inevitability.

As highlighted by industry experts, including leaders from Maruti Suzuki and other prominent organisations, traditional approaches to strategic planning are becoming obsolete. Instead, businesses are embracing a mindset of learning, unlearning and relearning to navigate through the complexities of the modern world.

“Businesses must cultivate resilience, fortifying themselves against unexpected disruptions while remaining poised to capitalise on emerging opportunities.”

Anil Gaur, senior HR professional

AI: A catalyst for transformation

Artificial Intelligence (AI) is at the forefront of this transformation, promising to revolutionise industries and streamline operations. Systems enabled by AI have the potential to make decision-making more efficient, reduce manual intervention and enhance accuracy. “Leaders must emphasise the need to view AI as an enabler rather than a threat, recognising its ability to simplify tasks, accelerate processes and improve overall productivity,” advises Mohanty. Additionally, they must stress the importance of adequate training and preparation to harness the full potential of AI and ensure that all stakeholders are equipped to embrace this technology.

The fourth industrial revolution, driven by advancements in AI, machine learning, 5G technology, robotic and quantum computing, presents both unprecedented opportunities and challenges. To remain competitive, businesses must invest in up-to-date technological infrastructure and foster a culture of digital literacy and innovation.

“It’s not just about acquiring new skills but also unlearning outdated ones and relearning in alignment with evolving organisational needs.”

Anil Mohanty, CPO, DN Group

Embracing uncertainty

The advent of the VUCA (Volatility, Uncertainty, Complexity, Ambiguity) era further underscores readiness in the face of constant flux. What was once considered an exceptional circumstance has now become the norm, demanding a paradigm shift in mindset and strategy. “Businesses must cultivate resilience, fortifying themselves against unexpected disruptions while remaining poised to capitalise on emerging opportunities,” emphasises Anil Gaur, senior HR professional.

Furthermore, the need for flexibility and adaptability has never been greater, as businesses must navigate unpredictable disruptions such as economic downturns and public health crises such as the COVID-19 pandemic. To thrive in this environment, organisations must embrace a more iterative and responsive approach to strategic planning, continually reassessing their strategies to capture emerging opportunities and address evolving challenges.

Therefore, rather than overestimating future growth or relying on long-term projections, businesses are encouraged to focus on short-term strategies that prioritise agility and flexibility. By staying attuned to current market conditions and avoiding overly speculative assumptions, organisations can position themselves to respond effectively to unforeseen challenges and capitalise on emerging opportunities.

Logic and pragmatism

Amidst market fluctuations and economic uncertainties, leaders emphasise the importance of logic and pragmatism in decision-making. Rather than chasing quick gains or engaging in speculative practices, businesses are advised to pursue gradual, incremental improvements. “This entails avoiding excessive risk-taking, maintaining a balanced approach to planning and prioritising long-term sustainability over short-term gains. By adopting a logical and methodical approach to business strategy, organisations can navigate through turbulent times with resilience and confidence,” suggests Mohanty.

Crisis as catalyst for innovation

Agreed, there is a perpetual state of crisis, but then it also presents an opportunity for innovation and evolution. Startups, buoyed by government support and venture capital, are driving change and challenging established norms. However, as Gaur cautions, “the journey from inception to success is fraught with challenges, requiring not only creativity and strategic direction but also the ability to navigate crises of leadership, autonomy and control.” 

Embracing change with confidence

As organisations embrace the imperatives of learning, adaptation and resilience, they are better positioned to thrive in an ever-changing business landscape. With the right mindset and strategic approach, organisations can transform challenges into opportunities, paving the way for a brighter and more prosperous future in the dynamic world of modern business.

However, “despite the urgency and significance of the ‘permavucalution’ phenomenon, awareness and adoption remain limited within the business community, particularly in regions such as India,” points out Gaur. While some forward-thinking organisations and industry leaders have begun to embrace the permavucalution mindset, many others remain unaware or indifferent to its implications.

He further suggests, “Moving forward, it is imperative for businesses to prioritise education, awareness and proactive action in response to the permavucalution paradigm. Professional bodies, industry associations and thought leaders have a vital role to play in facilitating discussions, disseminating knowledge and driving organisational change.”

While the road ahead may be fraught with uncertainty, it also presents boundless opportunities for those willing to embrace change and innovation. By harnessing the collective ingenuity of industry stakeholders and leveraging the transformative power of technology, organisations can navigate the turbulent waters of modern commerce with confidence and resilience.

The post Navigating the ‘PermaVUCA’ business landscape: Strategies for success appeared first on HR Katha.

Indeed, the employment relationship is constantly changing. First, there was the wave of resignations, which was followed by quiet quitting. In fact, three in five organisations that were part of the survey admitted to being concerned that quiet quitting will impact their business over the next year.

While more workers are seeking the hybrid model of work, employers are increasingly pressurising their employees to return to office. Why? Employers seem to be ill prepared to handle the issues related to hybrid working, which they are afraid will affect their businesses. With Millennials making up a significant portion of the workforce today, the tolerance of the workforce as well as expectations from the employment relationship have changed drastically. The youngsters in the workforce place a lot of emphasis on their employer’s duty of care. Not surprisingly, most of the employers agreed their employees expected them to shoulder duties towards them, which were once considered the responsibility of governments. Little wonder then that more employees today turn to their employers for reliable information than public services. That is why two-thirds of organisations that participated in the survey admitted that they are expected to look after their employees’ families and dependents in emergency situations or crises.

With many businesses and their employees caught in conflict zones, and other facing inflation and rising cost of living, employers need to now consider it part of their care duty to protect employees on these fronts too.

Employees expecting their employers to offer them support in terms of mental health and wellbeing is not something new. Given the volatile situations that prevail worldwide, these expectations have just gone up and become more urgent.

Clearly, it is not enough to simply offer occupational health services focused on the workplace and related environment. Employees, worldwide, need to be protected and nurtured, and they expect their employers to do it. If employers fail in this regard, they will see their best talent quitting and moving on to employers who can offer them the nurturing and protection they seek.

This will affect the productivity of organisations and result in increasing costs incurred to hire and train replacements for those who quit.

Seven per cent of the respondents of the International SOS survey—comprising risk decision makers responsible for employees, contractors, students, faculty and others within an organisation—were from Australia and New Zealand, 27 per cent from Asia, 24 per cent from Europe, 11 per cent from Africa, seven per cent from the Middle East and 23 per cent from the Americas.

The message is quite clear. The truly ‘great’ workplaces across the globe are the ones that will fulfil the expectations of the newer generations in the workforce, especially in terms of health and wellbeing. These are the employers that will grow their businesses and also care for their employees, and manage to come out triumphant in the ongoing talent war.

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“My role here differs from my previous positions, particularly in its strategic focus. While HR responsibilities always encompass the full spectrum of functions, this role emphasises a more strategic approach, where I’ll be deeply involved in aligning HR initiatives with the company’s growth objectives. This involves everything from designing and implementing HR interventions to establishing a more systematic and structured operational framework,” Mohanty told HRKatha.

Prior to this appointment, Mohanty served as the head-people and culture at Medikabazaar. He joined the company in 2019. In this capacity, he established a professional and tech-enabled HR and a change-management department in startup and expansion situations. Through the skills gained, he re-engineered the entire HR system in line with industry standards by establishing a proper organisational structure, policies and processes.

Mohanty was the head of HR for the rural business segment at Reliance Jio. He has a total experience of more than two decades in the HR function.

At Reliance Jio, Mohanty lead various HR assignments and projects, including the green field telecom project, which was one of the biggest HR projects in the industry. More than 20,000 people were hired for the same, with 70 plus HR teams.

He has served in various HR roles for prestigious organisations, starting with Idea (which has now merged with Vodafone) in 1996. He has also worked with Tata Teleservices, Huawei Telecommunications and Uninor.
For three decades, Mohanty worked in the telecommunication sector and healthcare, but now he has moved into a very different industry—real estate.

“Although the organisation has been running successfully for two decades, there’s a recognition that to achieve growth targets, they need to enhance their HR capabilities and ensure closer alignment between HR and business goals. This shift towards a more strategic HR partnership underscores the firm’s commitment to evolving with the times while staying true to its core values,” shares Mohanty.

“With this narrative in mind, there are countless stories we could tell about this exciting journey ahead, each one highlighting the organisation’s dedication to growth and innovation,” he adds.

A skilled HR professional, Mohanty specialises in OD interventions, performance management, talent acquisition, grievance handling, policy formation, training and development, employee relations, disciplinary proceedings, conciliation proceedings and employee- welfare programmes.

The post Anil Mohanty joins DN Group as CPO appeared first on HR Katha.

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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“Atul brings more than two decades of Honeywell experience in various regional and global roles across Honeywell and its finance division. In his new role, he will provide strategic direction on HAIL to help strengthen our growth, enhance value for our customers and further build our local brand,” said Ganesh Natarajan, Chairman & Independent Director, HAIL. “Atul’s deep understanding of our business combined with his extensive expertise in building automation will be invaluable for HAIL.”

“As an experienced CFO and proven business leader, Atul has the right experience, leadership qualities and business acumen to lead HAIL forward,” added Ashish Modi, Non-executive Director of HAIL and President, Honeywell India. “Atul’s 20 plus years tenure at Honeywell combined with his unique knowledge of our business make him a natural successor to Ashish Gaikwad, and I am confident in his ability to drive superior stakeholder engagement and corporate governance across our business. I also want to thank Ashish Gaikwad for his leadership and invaluable contributions to HAIL over the last several years.”

Pai joined HAIL in 2001 and has held several leadership roles across the business. Pai spent eight years serving as Global CFO for Honeywell Building Solution and served as Operations Controller for Honeywell. He has been a Member of the HAIL Board of Directors since 2021. Pai is a qualified Chartered Accountant and holds a Bachelor of Commerce from Mumbai University.

“It is an absolute privilege to have the opportunity to lead HAIL, which has pioneered the industrial & building automation journey in this country for three decades to support the government’s ambition to Make in India,” said Atul Pai. “Honeywell’s technology capabilities across automation, digitalisation and sustainability, our team of experienced professionals and our excellence in execution give us a competitive edge to lead in the industry.”

HAIL is listed on the Bombay Stock Exchange (BSE) and the National Stock Exchange (NSE), and is a leader in integrated automation and software solutions, including process solutions and building solutions. It has a wide product portfolio in environmental and combustion controls, and sensing and control and provides engineering services in the field of automation and control to global clients.

HAIL was established in 1984 with its manufacturing, design, and engineering facilities located in Pune. Today, it is a Fortune India 500 company with more than 3,000 employees spread across Pune, Ahmedabad, Baroda, Bangalore, Hyderabad, Mumbai, Chennai, Gurgaon, Kolkata, and Jamshedpur. HAIL has the unique distinction of being one of the first automation companies in India to be awarded dual certification of ISO:14001 and OHSAS:18001.

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Alakananda Bhattacharjee, AtkinsRéalis’s head of HR for engineering services, took a deep dive to understand the root cause. “Our BIM designers felt a lack of recognition and growth opportunities compared to their engineering counterparts,” she explains. It wasn’t simply about compensation; it was about feeling valued and having a clear path forward.

AtkinsRéalis knew they had to address these concerns head-on. Enter ‘Aspire to Excel (ATE), their in-house development programme designed specifically for BIM professionals. Launched nearly two years ago, ATE provides a comprehensive solution. It offers tailored career pathways, mentorship opportunities, and access to cutting-edge tools and technologies. This investment in their BIM talent pool has paid off handsomely.

“Investing in talent development is a win-win for everyone. We get a broader range of perspectives and experiences, and the participants gain valuable skills and a rewarding career path.”

Alakananda Bhattacharjee,  head-HR, engineering services, AtkinsRéalis’s

The programme has empowered over 1,000 BIM designers, equipping them with the skills and recognition they craved.

Bhattacharjee beams, “We’ve seen a significant drop in designers leaving for external opportunities. They’re finding fulfilment within AtkinsRéalis and are excited to contribute to our projects.”

But AtkinsRéalis wasn’t content to stop there. Recognising the importance of strong leadership across all levels of the organisation, they revamped their ‘Line-management Development Programme’. This three-tiered programme equips managers with the skills they need to excel, from handling timesheets and HR systems to delivering effective performance reviews and fostering open communication within their teams. Additionally, the ‘LEAD’ programme is being piloted to address the challenges of managing a younger workforce with different expectations and communication styles.

AtkinsRéalis understood that money wasn’t the only motivator. Employees craved a clear career path, a sense of belonging, and the opportunity to contribute meaningfully to the organisation’s success. To address this, they created ‘Talent Tides’ in 2024. This innovative tool uses regular surveys with tailored questions aligned with the organisation’s culture and expected behaviours. Managers receive automated prompts to check in with their team members, fostering open communication and identifying any potential issues early on. The success was undeniable. “With Talent Tides, we saw less than 5 per cent attrition among participants,” reveals Bhattacharjee. “This programme’s impact was so impressive, we’re now rolling it out across the entire organisation.”

Nurturing young talent is another pillar of AtkinsRéalis’s retention strategy. The “Emerging Professionals Network” fast-tracks high-potential individuals, providing them with mentorship, challenging assignments, and opportunities to network with senior leaders. Additionally, upskilling sessions, pep talks, and participation in technical competitions keep early-career employees engaged and motivated. They’ve also addressed early-career attrition by ensuring a clear picture of the job role during the hiring process. Diverse interview panels ensure cultural fit and realistic expectations are set from the very beginning, preventing misunderstandings and frustrations down the line.

Finally, AtkinsRéalis is committed to tapping into new talent pools and fostering a diverse and inclusive workforce. Programs such as ‘Building Bridges’ and ‘Apprenticeship Programme’ provide training and job opportunities to individuals from less-privileged backgrounds. “These initiatives not only fill talent gaps but also foster immense loyalty,” concludes Bhattacharjee. “Investing in talent development is a win-win for everyone. We get a broader range of perspectives and experiences, and the participants gain valuable skills and a rewarding career path.”

AtkinsRéalis’s story is a testament to the power of a holistic approach to talent retention. By focusing on development, communication, leadership, and fostering a culture of inclusion, they’ve weathered the storm and emerged stronger. They’ve created a thriving ecosystem where employees feel valued, empowered, and excited to contribute to the company’s continued success. Their story serves as a valuable roadmap for other organisations navigating the ever-changing talent landscape.

The post How AtkinsRéalis survived ‘The Great Resignation’ appeared first on HR Katha.

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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However, on the whole, lesser number of e-commerce firms will be hiring freshers from campuses this year. In fact, a 35 per cent dip is expected in fresher hiring.

On the other hand, compared to 2022, applications for retail jobs went up eight per cent in 2023. The demand for retail jobs went up by 18 per cent in 2023, with a whopping 86.86 per cent of applications coming from candidates in the age group of 18 to 30.

E-commerce hiring when it comes to startups, on the other hand, is slowing down their hiring, given the wave of layoffs, limited budgets and so on. In fact, they are becoming more selective when it comes to hiring.

Logistics firms have seen a dip in active jobs by 13.89 per cent in the third quarter of FY24 during the peak season. New job postings, however, did go up by about 10 per cent at the beginning of 2023. The numbers will continue to increase till the peak season approaches.

Retail employers are more keen to hire freshers, with 52 per cent admitting to prioritising entry-level professionals.

In contrast, e-commerce companies, as already mentioned will be going slow with fresher hiring. However, they seem to be more keen to hire experienced professionals, with 42 per cent expressing a preference for candidates with experience.

With the logistics sector growing in leaps and bounds, e-commerce firms will continue to seek experienced professionals for their supply-chain operations. A good 38 per cent firms have admitted to prioritising the recruitment of experienced professionals, while 34 per cent said they emphasised gender diversity /diversity, equity and inclusion (DEI). About 30 per cent of employers said they emphasised the recruitment of female candidates, while 16 per cent said they emphasised the recruitment of male candidates.

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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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Let us take the case of Aparna, who works for a popular bakery. Known for her insatiable curiosity and boundless enthusiasm for learning new recipes, techniques and ingredients, she thrives on attending workshops, experimenting with flavour combinations and delving into the nuances of pastry making. Despite her relentless pursuit of knowledge, Aparna’s output may not always match that of her colleague, Mark, who consistently churns out flawless pastries with precision and speed. Should the bakery reward Aparna, the perpetual learner, as generously as Mark, the top performer?

“While it may seem straightforward to reward top performers, a nuanced approach is required to ensure that the organisation thrives both in the present and in the long term,” points out Pankaj Lochan, CHRO, Navin Fluorine. It is crucial to assess the value employees generate for the organisation through their learning outcomes. For instance, if an individual is adept at acquiring knowledge but fails to apply it effectively in their work, resulting in stagnant output and negligible value addition, then their learning efforts may be futile.

“While it may seem straightforward to reward top performers, a nuanced approach is required to ensure that the organisation thrives both in the present and in the long term.”

Pankaj Lochan, CHRO, Navin Fluorine

“While both aspects hold significant value, finding the right balance between the two is crucial for fostering a motivated and innovative workforce,” emphasises Manish Majumdar, head-HR, Centum Electronics. While rewarding performance serves as a clear indication of an individual’s contribution to the organisation’s objectives, learning-based rewards, on the other hand, promote a culture of continuous improvement and personal development, fostering creativity and resilience within the workforce.

While performance-based rewards motivate employees to excel in their roles, driving productivity and efficiency, encouraging employees to acquire new skills, explore innovative ideas and adapt to changing industry trends is essential to stay competitive.

“Rather than viewing it as an either-or scenario, organisations can consider adopting a more holistic approach that recognises and rewards the symbiotic relationship between learning and performance.”

Sharad Verma, VP & CHRO, Iris Software

“Rather than viewing it as an either-or scenario, organisations can consider adopting a more holistic approach that recognises and rewards the symbiotic relationship between learning and performance,” suggests Sharad Verma, VP & CHRO, Iris Software. High performers who are also avid learners essentially future-proof themselves and the organisation. By continuously expanding their knowledge and skills, they not only maintain their current high levels of performance but also equip themselves to adapt and excel as business needs evolve.

Conversely, those who are great learners but struggle with performance may simply need more targeted coaching and development opportunities to translate their newfound knowledge into tangible results.

“While both aspects hold significant value, finding the right balance between the two is crucial for fostering a motivated and innovative workforce.”

Manish Majumdar, head-HR, Centum Electronics

However, solely focusing on one metrics can have its drawbacks. For instance, employees who actively seek knowledge and acquire new skills contribute to the organisation’s long-term success. Ignoring learning efforts may lead to stagnation and hinder innovation.

Similarly, while ensuring performance is relatively straightforward, with tangible outcomes such as sales targets achieved or projects completed on time, assessing learning is more challenging. “Unlike performance, which can often be quantified through metrics and KPIs, assessing learning outcomes can be more subjective and nuanced.  Determining the extent of learning and its direct impact on organisational success requires a structured framework and objective evaluation criteria,” asserts Majumdar. Objectivity is crucial in this process, as learning experiences can be subjective and difficult to evaluate uniformly.

Furthermore, the relevance of learning to one’s job role must be considered. While some learning directly enhances job performance, individuals may also seek knowledge outside their immediate responsibilities. Balancing these divergent learning paths is essential to ensure that learning efforts contribute meaningfully to organisational objectives.

To reward employees based on their learning capabilities, Lochan suggests three key criteria. First and foremost, it is crucial to assess the extent to which employees apply their learning to enhance their work and contribute positively to the organisation; mere acquisition of knowledge without value creation diminishes the significance of learning achievements. Secondly, it is essential to examine employees’ potential for growth beyond their current roles for succession planning and talent development. Lastly, emphasis should be placed on employees’ innovative capacity, as those who leverage continuous learning to drive innovation and spearhead breakthrough practices contribute significantly to the organisation’s long-term success.

Both aspects of employee development warrant appreciation, albeit within the context of their respective contributions to the organisation. Therefore, another approach to rewarding learning is to tie it directly to job-related activities and responsibilities. For instance, employees who acquire new skills or knowledge relevant to their roles can be given opportunities to apply and share their learning within the organisation. This may involve mentoring colleagues, leading training sessions, or participating in knowledge-sharing initiatives.

Another approach, as Lochan suggests, is “to categorise employees into quadrants based on their learning orientation and execution excellence.” In this framework, Quadrant C represents individuals who excel in both learning and performance, making them prime candidates for recognition and reward. However, the focus should not solely rest on this quadrant; rather, attention should be directed towards Quadrant D, where employees demonstrate a strong inclination towards learning but struggle to translate it into tangible results.

Instead of pitting learning against performance, organisations can implement a reward system that celebrates the virtuous cycle of learning enabling better performance, which, in turn, creates new learning opportunities. “This can involve offering personalised development plans, stretch assignments, or even job rotations to high-potential employees who demonstrate both a hunger for knowledge and the ability to apply it effectively,” asserts Verma.

Furthermore, a comprehensive approach to rewarding employees involves aligning incentives with both short-term achievements and long-term strategic objectives. Organisations can overcome the challenge of measuring learning and execution performance by adopting meaningful metrics such as learning agility, knowledge transfer, impact assessment, and 360-degree feedback. These metrics allow for effective assessment of employee development and ensure that rewards are distributed equitably based on both immediate contributions and long-term potential.

Whether to reward employees based on learning or performance is a question that necessitates a nuanced approach taking into consideration the value they bring to the organisation, their potential for growth, as well as their capacity for innovation. By striking a balance between recognising learning achievements and rewarding tangible results, organisations can foster a culture of continuous improvement and drive sustainable growth in the ever-evolving business landscape.

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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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Dhaksha, incorporated in 2019 and headquartered in Chennai, is a leading player in drone space in India, providing complete range of Unmanned Aerial Systems (UAS) technology solutions across agriculture, defence, surveillance and enterprise applications. It also offers remote pilot training services (RPTO) and has trained several drone pilots to date.

In the last year, Dhaksha has bagged several orders from defence and agri input companies and its current order book stands at INR 265 crore. The company has recently expanded its production capacity with a state-of-the-art manufacturing facility established on the outskirts of Chennai. The proceeds from this fund-raise will help Dhaksha in strengthening its research & development efforts, cater to servicing large orders and meeting its working capital needs.

Commenting on the investment in Dhaksha, Mr Arun Alagappan, Executive Chairman, Coromandel International Ltd, said “Coromandel has been associated with Dhaksha right from its early startup stage and has been supporting the company on talent acquisition, R&D, and production scale-up. In the past one year, Dhaksha has strengthened its technological capabilities and has invested in research activities to develop new products & applications. This investment in Dhaksha aligns with Coromandel’s vision of diversifying in technology spaces and promoting technology adoption across various spheres.  We remain committed to bringing in latest innovations in drones and enable Dhaksha to become a drone manufacturing major in the country.”

About

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Adda247 offers online courses for over 500 exams in more than 12 Indian languages and is backed by investors like Westbridge, Google, Info Edge, and more.

Bhasin’s appointment will help Adda247 set up new growth engines and expand into the skilling, upskilling & higher education business focused on helping Adda247’s over 40 million monthly active users and learners build successful careers across sectors.

Bhasin has close to 2.5 decades of professional experience and has held key leadership positions across public and private limited organizations such as NIIT Limited, Manipal Global Education Services, and Wipro. Over the last 15 + years in the education and skilling industry, Bhasin has been instrumental in launching many innovative education and skilling initiatives in collaboration with companies across sectors helping scores of job aspirants start their career, existing professionals move up the career ladder, and companies build high-quality talent.

In his previous role at NIIT Ltd as the president- of Enterprise Business India, Bimal spearheaded significant transformation and growth of NIIT’s enterprise skilling and reskilling business across technology, banking, consumer, and many other sectors.  In his earlier assignment at Manipal Global from 2011-2018,  Bimal played a key role in setting up and scaling  Manipal’s Banking Training Business- Manipal Academy of Banking and also played leadership roles in many other businesses, including Manipal’s assessment business.

In his assignment at Adda247, Bhasin will focus on setting up-skilling, upskilling & higher education businesses in line with Adda247’s vision to empower youth across the country by making them job-ready and to build high-impact and sustainable talent solutions for businesses in line with their business ambition to maximize on the India growth story.

Commenting on his appointment, Bimaljeet Singh Bhasin, CEO-skilling & higher education business,  Adda247, said, “I’m excited to join Adda247 and lead the charge of transforming Adda247 from a leading test prep organization to an integrated education, skilling and career provider. Our career and industry-focused initiatives will equip learners with the mindsets and skill sets required to succeed in their career across private and public sector jobs. Equally, we will collaborate with education providers and enterprises across sectors to launch employment-focused education and skilling offerings which will help build highly quality talent for enterprises.”

Anil Nagar, founder and CEO, Adda247, also expressed his enthusiasm about Bimaljeet’s appointment, stating, “We are thrilled to welcome Bimaljeet Singh Bhasin to our team to set up & lead our skilling and higher education business. Bimaljeet’s extensive experience in this Industry and his innovative approach to collaborate with the Industry in launching job-focused education and skilling programs aligns perfectly with Adda247’s mission. I am confident that Bimal will help drive significant expansion and transformation of Adda247.  Together, we are poised to set new benchmarks in the ed-tech landscape and help more learners achieve their career aspirations.”

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Vishal brings over 16 years of extensive experience across various marketing verticals. He was previously working with Bira 91 where he was leading Marketing and Communications for the brand and played a pivotal role in driving key business objectives to create brand awareness, generate trials, enhance corporate reputation, and drive sales for Bira’s merchandise store.

“I am excited to join Push Sports and be a part of its mission to transform sports at the grassroot level across India. I look forward to working with the team to help build the Push Sports’ brand, scale the business nationwide and create a platform where individuals with love for sports can thrive and pursue their passion, said Vishal.

In his new role at Push Sports, Vishal will be at the helm of crafting a compelling and inspiring brand story for consumers, scaling demand, enhancing consumer engagement and overseeing marketing initiatives across multiple channels. This would include leading all strategic marketing efforts, focusing on brand, activation, advertising, and consumer advocacy to foster awareness, engagement, and loyalty among diverse customer segments. His extensive experience in brand building, product marketing, and customer relationship management will contribute to Push Sports’ growth and market presence in the sports-tech industry.

Puru Singh, Founder and CEO of Push Sports, said, “We are delighted to have Vishal join our team at Push Sports. With his vast knowledge and skills in marketing and brand development, we anticipate him to play a central role in helping scale the business. Vishal’s strategic insight and leadership will help us fast-track growth as one of the top players in the Indian sports-tech sector.”

Push Sports is one of the fastest growing sports-tech companies in India, and in a short span has managed to transform sports learning for over 7000 children across 20+ locations and transformed over 2 lakh square feet area into safe play arenas across 65+ projects. The company also has over 3000 active pay-to-play customers across its locations. Push Sports also focuses on building and managing sports arenas in key cities in India and has transformed over 2 lakh square feet area into safe play arenas across 65+ projects.

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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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SalarySe, with its path-breaking Credit-on-UPI technology, is well positioned to reduce financial stress and transform financial habits and lifestyle of #100 million plus salaried individuals in India. Financial stress is increasingly becoming one of the biggest employee stress points post covid – SalarySe helps people centric organizations and leaders address this through our curated & personalized offerings across a 360-degree spectrum including UPI, rewards, retirement planning, savings, credit access and more SalarySe’s solutions have helped employers control attrition, lower manpower spends, reduce working capital and increase net pay in employee’s hands. For employees, SalarySe upgrades their financial life with safe wealth creation options, real time access to exigency funds at low cost, and unique rewards platform.

With a mission that goes beyond providing HR solutions, HROne is dedicated to empowering HR professionals to achieve their full potential. Their people-first approach, empathetic design, and customer-centric focus have earned them the trust of over 1500 organizations, including clients in the IT, finance, and retail sectors.

Prabir Jha, an advisor to SalarySe, remarked, “This collaboration is unique as it presents a double advantage for HR professionals, allowing them to offer services that not only benefit businesses but also enhance the financial wellness of employees.”

“Our strategic partnership with HROne is a significant step in our journey of financially transforming the lives of middle-class salaried Indians and expanding our product’s presence across a wide range of companies. The technology partnership, a first of its kind in India, will offer very high convenience to HR teams of organisations enabling them to offer employee financial wellness to their employees without any operational bottleneck and blockage of HR’s bandwidth” said Piyush Bagaria, co-founder at SalarySe.

SalarySe’s collaboration with HROne is fuelled by a commitment to empower businesses with the tools that positively change employee attitudes, create a positive work environment and enable them to contribute more positively to the growth of the organisation. “Our goal is to create a dynamic employee experience, provide a robust financial safety net and be financially and non-financially beneficial for both employer and employees.” added Piyush

“At HROne, we believe in designing solutions that empower HR professionals and drive tangible results for their teams.” said Karan Jain, founder of HROne. “Our collaboration with SalarySe enables us to offer our clients innovative financial solutions that complement our HR software, creating a seamless experience for businesses and employees.

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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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Sterlite’s solution was a bold three-pronged attack, shattering the mould of traditional appraisals. Transparency, fairness, and individual growth became the cornerstones of their new system. One of the first things to go was the dreaded bell curve. No more categorising employees against each other in a fight for limited rewards. Instead, Sterlite focused on rewarding absolute performance. “Someone exceeding their goals by 115 per cent gets acknowledged for that achievement, not compared to someone else,” explained Pande. This eliminated the time-consuming debates about rankings and ensured everyone who met or exceeded expectations got rewarded.

But fairness wasn’t just about the present. Sterlite understood the importance of investing in the future. Their ‘Job Worth Model’ meticulously evaluated the market value of each role, ensuring salaries reflected not just current worth but also anticipated future demands. This helped mitigate the risk of losing talent to competitors offering better compensation. It was a future-proof strategy that recognised that a satisfied and valued workforce was the backbone of any successful organisation.

“The potential for higher increments based on increased proficiency fuelled a growth mindset within the organisation. Employees were no longer cogs in a machine; they were valued partners whose development was seen as an investment in the company’s future.”

Ruhie Pande,  group CHRO, Sterlite Power

Next came the expertise factor. Sterlite recognised that continuous learning and development were crucial not only for individual growth but also for the company’s continued innovation. Employees were assessed based on their current skill level, from beginner to expert. This not only recognised their contributions but also incentivised them to keep learning. The potential for higher increments based on increased proficiency fuelled a growth mindset within the organisation. Employees were no longer cogs in a machine; they were valued partners whose development was seen as an investment in the company’s future.

But potential wasn’t ignored either. Sterlite used a robust ‘talent-assessment process’ to evaluate an employee’s potential, ability, and overall fit. This multi-layered approach ensured consistency and fairness in assessing potential across the organisation. Variable pay, with the possibility of earning up to 150 per cent, was directly tied to this assessment. Here, Sterlite was acknowledging that some individuals possessed the drive and talent to excel beyond their current roles. By identifying these high potentials and rewarding their potential, Sterlite was investing in future leaders who would drive the company forward.

The linchpin of this system was the OKR (objectives and key results ) methodology. OKR ensured everyone, from top to bottom, understood how their individual goals contributed to the company’s overall objectives. There was no cap on variable pay, further motivating employees to strive for excellence. Production goals cascaded down from top-level profitability objectives, ensuring everyone was aligned towards a common purpose. Imagine a well-oiled machine where every part functioned seamlessly to achieve a greater goal. That’s what Sterlite was striving for – a company where individual ambition and purpose were harnessed to drive organisational success.

This new system wasn’t without its challenges. Rewarding potential was a leap of faith, and ensuring accurate talent assessment was crucial. Budgeting also required adjustments, as there was no longer a system of ranking and elimination. Open communication with employees was paramount to ensure a smooth transition. However, Sterlite successfully navigated these hurdles, and the feedback from employees was overwhelmingly positive. They felt valued, heard, and invested in, a stark contrast to the often-negative sentiment associated with traditional performance reviews.

The company’s commitment to continuous improvement didn’t stop there. Regular benchmarking ensured they stayed ahead of market trends in compensation and performance management practices. Variable pay was awarded twice a year to reflect market fluctuations, keeping employees engaged and focused on delivering results throughout the year. Looking ahead, Sterlite planned to digitise the entire appraisal process, catering to the mobile-first preferences of the younger generation. The goal? To streamline discussions and focus on providing valuable developmental feedback, not just debating performance metrics. Performance reviews, once a dreaded formality, were being transformed into meaningful conversations about growth and development.

Sterlite Power’s innovative approach to appraisals proved that performance reviews could be a tool for growth, not just a box-ticking exercise. By focusing on transparency, fairness, and individual development, they created a system that benefited both the company and its employees, ensuring they remained a leader in the ever-evolving energy sector. In a world where the only constant is change, Sterlite had embraced a performance management system that was flexible, adaptable, and future-oriented, positioning them for success in the years to come.

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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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The 2015 Volkswagen emissions scandal serves as a stark reminder of the consequences companies face when environmental considerations are neglected. The German auto giant’s deliberate deception shattered consumer trust, resulting in boycotts, plummeting sales and a blemish on the brand’s reputation.

Similar ethical lapses have plagued other global brands. Swedish retail giant H&M has faced scrutiny for its labour practices, while the ubiquitous Nestlé has been criticised for its water extraction practices in developing countries.

Today’s consumers are more discerning than ever. They hold brands accountable for their entire ecosystem—not just the products themselves, but also the actions of their parent companies. Any environmental, social, or governance (ESG) misstep can have a significant financial impact.

This conscientiousness extends beyond the realm of consumers. Today’s workforce is equally selective. The talent pool increasingly seeks employers who prioritise responsible business practices. 2021 saw Amazon employees raise their voices on environmental concerns and worker treatment, even forming a climate activist group. While mass job-offer rejections may not be commonplace yet, it underscores the growing importance of ESG for employee engagement.

The cover story of this issue dives deeper into this critical topic. It explores how ESG principles impact the workforce and shape employee value proposition. It also highlights the crucial role HR plays in driving the ESG agenda from a leadership perspective.

Happy and insightful reading!

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The financial advantages of ESG are increasingly apparent. Professor George Serafeim of Harvard Business School highlights a robust correlation between strong ESG performance and higher operating margins. This, coupled with the growing significance of ESG for investors and stricter regulatory norms, is prompting businesses to take heed.

Beyond the financial benefits, leading companies are recognising the intrinsic value of ESG. Ashok Leyland, for instance, has seamlessly integrated ESG considerations into key result areas and senior leadership strategies, showcasing a commitment that extends beyond boardroom discussions to tangible actions.

There’s limited awareness among the Indian workforce regarding ESG and its importance. This, coupled with the prevalence of social issues such as low female workforce participation, paints a concerning picture

Varadarajan S, a Tata veteran and former CHRO, Vistara Airlines

Varadarajan S, a Tata veteran and former CHRO, Vistara Airlines, a Tata Group company, articulates the Tata philosophy, stating, “Corporate enterprises must be managed not merely in the interests of their owners but equally in those of their employees, consumers, local communities, and ultimately, the country as a whole.”

Jindal Stainless stands out for its strategic integration of ESG principles into corporate culture. Its initiatives, ranging from plastic waste-collection drives to renewable energy adoption, not only enhance operational resilience but also solidify their position as a leader in sustainable manufacturing.

The ESG Gap Varadarajan highlights the limited ESG adoption in India: “It’s still at a nascent stage, primarily among a few large corporations and MNCs. The lack of clear frameworks and lukewarm implementation of governance principles lead to numerous concerns, including environmental degradation and non- performing assets.”

HR leads initiatives in diversity and inclusion, employee well-being, CSR, ethical training and environmental sustainability. Each programme has specific KPIs to measure success. Metrics such as energy consumption, waste generation and carbon emissions track progress towards environmental sustainability goals

Salil Chinchore, CHRO, ElasticRun

This lack of awareness extends to the workforce. Varadarajan adds, “There’s limited awareness among the Indian workforce regarding ESG and its importance.” This, coupled with the prevalence of social issues such as low female workforce participation, paints a concerning picture. Sushil Baveja, CHRO, Jindal Stainless, emphasises the link between individual values and ESG, stating, “The pursuit of ESG-aligned employment reflects a shift towards self-actualisation, where aligning with personal values becomes crucial.” However, he cautions that this trend, particularly in diverse markets such as India, depends heavily on individuals’ basic needs being met first.

Baveja adds, “While there’s growing interest in ESG investing and sustainability reporting in India, the conversation around ESG in the workplace and its influence on employment choices is nuanced and varies across demographics.” This suggests a complex interplay between personal needs, individual values and the evolving ESG landscape in India.

While there’s growing interest in ESG investing and sustainability reporting in India, the conversation around ESG in the workplace and its influence on employment choices is nuanced, and varies across demographics

Sushil Baveja, CHRO, Jindal Stainless

Despite the challenges, ESG awareness is gradually improving among job seekers. Salil Chinchore, CHRO, ElasticRun, observes, “Candidates are wary of companies lacking ethical or environmental responsibility.” This underscores the growing importance of conducting due diligence on potential employers’ ESG practices, says Chinchore.

Mussarat Hussain, head-HR, Suzuki Research & Development India, reaffirms the significance of ESG beyond boardrooms: “The discussion around ESG is no longer confined to select circles. It’s a topic of genuine interest and concern among employees, job seekers and consumers in India. Organisations need to take it seriously to attract and retain talent and maintain their competitiveness.”

HR: The ESG champion within

Traditionally considered the ‘canary in the coal mine’ in corporate culture, HR departments are the first to encounter emerging employee concerns, whether related to diversity and inclusion, fair compensation, or mental health. As sustainability gains prominence, HR finds itself well placed to champion Environmental, Social and Governance (ESG) initiatives within organisations. However, the question remains—‘Is HR uniquely qualified for this role?’ Experts suggest that the willingness and ability to understand the broad scope of ESG are more crucial than specific professional backgrounds.

The ideal leader, irrespective of their discipline, should possess the following key attributes:

Communication and influence: Effectively communicating with and influencing the board is paramount, as ESG initiatives often require significant investment, discipline and a long-term commitment.

Constant learning: ESG is a rapidly- evolving field demanding continuous learning and awareness of global and local trends, legislative changes and best practices.

Courage and integrity: The ESG leader must have the courage to hold the organisation accountable for its commitments and call out any shortcomings.

HR drives initiatives that impact employee well- being, ethical conduct and environmental sustainability. Quantitative and qualitative metrics are essential to gauge the success and impact of these programmes

Mussarat Hussain, head-HR, Suzuki Research & Development India

While these qualities define an effective ESG leader, their specific position within the organisation is a secondary consideration. Whether it’s an HR professional, a finance head, or a marketing executive, the ability to leverage these skills effectively is what matters.

HR’s multifaceted approach positions it at the heart of successful ESG implementation, bridging the gap between operational practices and societal impact. Environmental leadership can begin with HR itself, promoting sustainable practices through green policies such as adopting electric company vehicles, setting an example for the entire organisation.

Social responsibilities are already deeply ingrained in HR’s traditional domain, encompassing diversity, equity and inclusion (DEI), employee well-being and community engagement. The HR function can leverage this expertiseto foster a more inclusive workplace by ensuring that diversity data informs recruitment, promotion and development strategies.

The CEO or CHRO is ideally positioned to spearhead this transformation. Technical expertise, while valuable, isn’t the sole critical factor. Instead, the key is having someone who comprehensively understands the organisation, recognises the expertise within, identifies key influencers and can adeptly negotiate and convey the organisational perspective to the world

Santanu Ghosal, CHRO & head – CSR, Schaeffler India

Fostering inclusivity and respect enhances employee engagement and satisfaction, which are crucial for long-term success. Governance involves ensuring transparent, ethical and value- aligned management practices. By developing policies and programmes that promote ethical behaviour and accountability among all employees, the HR plays a critical role.

For decades, HR has spearheaded Corporate Social Responsibility (CSR) initiatives, bridging the gap between societal needs and corporate philanthropy. Additionally, HR has anchored employee engagement, morale, retention, health, safety, compliance and regulatory requirements. These core elements align seamlessly with

ESG’s focus on employee well- being, inclusive growth and robust governance. While CSR lacked a unified framework, ESG provides a methodology to drive and measure impact, making it an even more powerful tool. Notably, ESG presents a valuable lever for attracting and retaining talent, especially in today’s job market where individuals increasingly seek ethically and sustainably-focused companies.

The challenge is twofold: percolating ESG principles across the business spectrum, covering medium- and small-scale industries, as well as tiny and cottage industries. Additionally, monitoring lifecycle measurements and product lifecycles, especially for products with extended lifespans such as automobiles, remains a complex but essential aspect of genuine ESG commitment.

Balachandar NV, Consultant CSR and Corp Affairs, Ashok Leyland

Aligning the organisation’s culture with ESG principles is essential for successful implementation.

By leveraging its focus on people and culture, expertise in engagement and change management, influence on talent attraction and retention, stakeholder management skills, policy and process-implementation expertise, and risk-management capabilities, HR is uniquely positioned to champion ESG initiatives within any company. This multifaceted approach ensures that

ESG goes beyond mere compliance, becoming a core value woven into the very fabric of the organisation. Santanu Ghosal, CHRO & head – CSR, Schaeffler India, and sustainability coordinator for Schaeffler AP, emphasises that ESG permeates multiple spheres within an organisation. Given its broad scope, expecting expertise in all areas from a single individual is unrealistic. Ghosal underscores the crucial role of a C-suite leader in driving ESG initiatives. Beyond hard KPIs, this endeavour represents a significant cultural transformation, demanding someone familiar with the organisation’s intricacies, pulse and trigger points.

A strong ESG agenda attracts talent who believe in these principles, enhancing the employee value proposition. Contributing to global sustainability goals and making a positive environmental impact is attractive to many

Siddharthan R, former CHRO, Hippo Stores & Dalmia Cement

In this context, Ghosal argues that the CEO or CHRO is ideally positioned to spearhead this transformation. “Technical expertise, while valuable, isn’t the sole critical factor. Instead, the key is having someone who comprehensively understands the organisation, recognises the expertise within, identifies key influencers in various segments, communicates effectively, inspires others and can adeptly negotiate and convey the organisational perspective to the external world.”

While ESG promotion is crucial across all industries, as Hussain emphasises, “Certain industries require extra attention from HR due to their substantial environmental and societal impacts.” By actively integrating ESG principles into organisational practices and fostering a culture of responsible leadership, HR can ensure that businesses contribute positively to the environment and society, leading to long-term success and a more
sustainable future.

Reaching the second rung: Tiered suppliers and the ESG conundrum

The imperative to infuse ESG principles across the entire business spectrum, including small and medium-sized enterprises (SMEs) and micro-businesses, is pivotal. This transformation necessitates the development of tailored strategies and the promotion of awareness within these segments.

A key challenge lies in disseminating ESG practices to ‘second rung’ companies, such as two-tier and three-tier suppliers, who often lack the resources and expertise of larger firms. These suppliers play a critical role in the manufacturing value chain, and their environmental and social practices can significantly impact the overall ESG footprint of larger corporations.

A cautionary tale is that of Nike, which faced immense backlash for its short-sighted approach. In 2014, the Rana Plaza collapse in Dhaka tragically claimed thousands of lives, many of whom were garment workers producing apparel sourced by Nike under allegedly poor working conditions. This incident exemplifies the reputational risks associated with neglecting ESG considerations throughout the supply chain.

Service organisations encounter a different set of challenges. While compliance with regulations is crucial, embedding the spirit and letter of ESG principles within their operations demands a deeper commitment. This involves fostering sensitivity and maturity towards these principles, translating them into tangible practices.

Balachandar NV, consultant CSR and corp affairs, Ashok Leyland, emphasises the challenges associated with scope 2 and scope 3 emissions. He notes, “In scope 2, at least we have visibility, but scope 3 poses significant challenges due to its complexity and lack of standardised measurement methodologies.” The challenge is twofold: percolating ESG principles across the business spectrum, covering medium- and small-scale industries, as well as tiny and cottage industries.

Additionally, monitoring lifecycle measurements and product lifecycles, especially for products with extended lifespans such as automobiles, remains a complex but essential aspect of genuine ESG commitment.

Cascading ESG principles across the broader business spectrum, encompassing SMEs and even smaller players such as cottage industries, presents a significant challenge. Transforming this into a societal movement requires effective communication, capacity building, and potentially incentivising mechanisms to encourage adoption.

Beyond the immediate challenges, achieving long-term ESG goals necessitates robust lifecycle management and measurement systems. This includes tracking and measuring the environmental impact of products throughout their entire lifecycle – from raw- material extraction and production to usage and disposal.

Effectively addressing these challenges requires a collaborative approach. Larger corporations, industry bodies and policymakers must collaborate to develop practical frameworks, implement capacity-building programmes, and potentially establish standardised reporting formats for smaller organisations. By bridging knowledge and resource gaps, promoting transparency and fostering collaboration, we can collectively ensure that ESG principles permeate every corner of the business landscape, paving the way for a more sustainable and equitable future.

In summary, while numerous hurdles exist on the path to widespread ESG adoption, acknowledging and actively addressing these challenges through collaborative efforts can pave the way for a more inclusive and sustainable future for all. As we strive to ensure that ESG is not just a buzzword but a tangible force for positive change, collaboration and collective action will be essential on this critical journey.

HR’s metrics-driven approach to ESG: Success stories and impact measurement

Environmental, Social and Governance considerations are rapidly evolving from mere compliance mandates to strategic imperatives for businesses. Human resources departments are emerging as key players in driving successful ESG programmes, leveraging their unique position to influence employee behaviour and company culture.

However, measuring social impact remains significantly more complex compared to environmental aspects. Companies are actively innovating to overcome this hurdle, seeking effective ways to define targets and track progress in their social-impact initiatives.

As Varadarajan explains, “ESG metrics are performance indicators that assess a company’s environmental, social and governance practices. Similar to traditional business metrics, they gauge operational performance and risk, often stemming from existing KPIs linked to ESG goals.” These metrics, either quantitative (such as greenhouse gas emissions) or qualitative (such as employee surveys), provide crucial insights into a company’s ESG journey.

Conventionally, investors relied solely on financial data to assess investment viability. Today, they increasingly include ESG metrics alongside traditional ones, recognising their impact on long-term performance and potential risks.

Human resources departments play a vital role in developing and tracking ESG metrics related to social and governance aspects, such as Diversity, Equity and Inclusion (DE&I), employee well-being and ethical conduct.

Several companies demonstrate how effective HR practices can contribute to achieving ESG goals. ITC, for instance, has successfully integrated sustainability into its core strategy, achieving carbon positivity, water positivity and solid waste recycling positivity for consecutive years. This success stems from aligning ESG goals with corporate goals and, crucially, with HR initiatives and practices, ensuring employee alignment with the company’s sustainability vision.

Similarly, JK Group exemplifies how HR practices can be aligned with ESG goals. The Group’s commitment to social development extends beyond operations, focusing on improving the lives of various stakeholders. Focus on the ’triple bottom line’ —economic, environmental and social—ensures responsible business growth while addressing global trends and stakeholder needs. For instance, JK Paper plants more trees than it harvests, achieving net carbon positivity. The company’s social forestry programme has benefited over 65,000 farmers.

Infosys exemplifies successful alignment of HR practices with ESG principles. The firm balances business success with strong governance and a focus on social and environmental needs. This commitment translates into ambitious environmental preservation goals, community-development initiatives and tracking of employee performance against well-defined ESG goals. Infosys’ efforts have been recognised by the UN with the prestigious UN Global Climate Action Award.

There are several other examples where the HR function has driven the ESG agenda in organisations. For instance, JSW’s CARE model focuses on the holistic well-being of employees to drive the organisation’s growth agenda. The basic philosophy behind CARE is— “A well-communicated employee who is agile becomes responsible and elevated.” JSW, as an organisation, drives employee engagement through cross-functional teams across all levels, engaging with India’s premium institutes to develop leaders at all levels. Its special interventions help develop women leaders. It conducts sensitisation workshops to drive behaviours that encourage inclusion, reduce bias, and, in turn, foster creativity across the organisation.

Nike, though facing backlash for the Dhaka incident, has a governance focus on the Pay Equity model. Its multiple interventions across different geographies ensure 100 per cent pay equity across all employee levels on an annual basis, aligning with UN Sustainable Development Goals 5 (Gender Equality) and 8 (Decent Work and Economic Growth).

However, not all companies get it right. Ghosal cautions against ‘greenwashing’, where companies make misleading or unsubstantiated environmental claims, highlighting the case of Vedanta’s ‘Creating Happiness’ campaign, which was criticised for its negative environmental and social impacts.

HR’s dashboard of ESG impact Chinchore elaborates on HR’s key areas of involvement in ESG programmes: “HR leads initiatives in diversity and inclusion, employee well-being, CSR, ethical training and environmental sustainability.

Each programme has specific KPIs to measure success.” Metrics such as energy consumption, waste generation and carbon emissions track progress towards environmental-sustainability goals. Hussain aptly summarises HR’s crucial role in ESG programmes: “They drive initiatives that impact employee well-being, ethical conduct and environmental sustainability. Quantitative and qualitative metrics are essential to gauge the success and impact of these programmes.”

By embracing ESG principles and leveraging their unique capabilities to measure and demonstrate impact, HR departments are poised to play a pivotal role in shaping a more sustainable and responsible future for businesses.

Ghosal emphasises, “One of the key components of any successful ESG initiative is to engage with stakeholders, understand their perspective and make them a part of the transformation. The ‘S’ (Social) component of ESG is becoming the most critical component. The human resources function plays a critical/key role in driving the ‘S’
dimension in ESG in many areas.”

The ESG imperative: Shaping company culture and attracting talent

The entry of millennials and Gen Z into the workforce marks a pivotal moment in employee expectations. These cohorts are in pursuit of meaningful work, purpose-driven brands and companies deeply committed to social responsibility. This dynamic landscape calls for a cultural overhaul within organisations, one that seamlessly integrates ESG principles into their core values.

Multi-generational challenges

Observations reveal a surging trend among Indian professionals, particularly the younger generations, prioritising employment with organisations showcasing a robust commitment to ESG principles. This demand extends beyond high-level executives, encompassing employees across various levels and sectors expressing concern about their employers’ ethical, social and environmental practices. While newer companies may boast a younger workforce, established organisations, especially in manufacturing, may grapple with a larger Gen X or Y population.

Varadarajan emphasises the need for awareness building among these demographics: “While not averse to ESG principles, Gen X and Y employees may require more education compared to Gen Z, who are more exposed to these concepts. Leadership and the HR must focus on building awareness through appropriate training.”

Baveja reinforces the trend of younger generations favouring ESG-conscious companies.“Deloitte’s findings reveal that over 40 per cent of Gen Z and Millennials would switch jobs due to climate concerns. This alignment in values and commitment to long-term sustainability is reshaping how companies approach their Employer Value Proposition (EVP).”

Chinchore emphasises the increasing environmental consciousness, particularly among Gen Z.“Educated on environmental issues from their school days, Gen Z expects employers to be environmentally responsible.” Ghoshal adds, “My observation is that employees, irrespective of age group, show similar interest and engagement in ESG interventions if they are passionate about it or believe in the narratives articulated by company executives. It is crucial to explain the context to win them over.”

ESG and the talent landscape:

Varadarajan sheds light on ESG’s impact on talent acquisition and retention: “ESG will significantly influence talent strategies. The HR plays a crucial role in driving organisational changes around hiring, development and retention, ensuring equitable practices across various demographics.”

Ghosal further explains, “The talent pool demographics are undergoing a clear shift, with a preference for companies that have a clearly-defined purpose and a commitment to creating a better tomorrow. Many are interested in volunteering their time to be part of this movement.”

HR’s role in shaping ESG culture

Siddharthan R, former CHRO, Hippo Stores & Dalmia Cement, emphasises the role of ESG in attracting talent. “A strong ESG agenda attracts talent who believe in these principles, enhancing the employee value proposition. Contributing to global sustainability goals and making a positive environmental impact is attractive to many,” he says.

The role of HR is crucial in establishing a clear connection between the company’s sustainability goals and their societal and environmental impact. Implementing training programmes and fostering a culture of responsible citizenship are essential steps. Measuring progress against ESG goals ensures adherence and institutionalisation of these values throughout the organisation. Human resource policies need to align with ESG values. Linking executive compensation to ESG performance metrics incentivises leadership to prioritise sustainable and socially-responsible decision-making. The HR should collaborate with other departments to develop work practices that minimise environmental impact, promote social responsibility and encourage the development of sustainable solutions.

The HR can act as an ESG partner by engaging with employees, stakeholders and the community to understand their perspectives on ESG matters. This feedback can be used to refine the company’s ESG initiatives, ensuring alignment with stakeholder needs and expectations. Employee well-being programmes and fostering a healthy work environment are the responsibilities of the HR. Aligning these practices with ESG principles is crucial. Focusing on employee health and safety contributes to the social aspect of ESG and helps create a sustainable workforce. Implementing transparent reporting mechanisms ensures that the company is held accountable for its ESG commitments. This involves regularly monitoring metrics such as carbon emissions, diversity ratios and community-engagement initiatives.

Ghosal emphasises, “ESG as an agenda or priority area for the organisation needs to come from the top. Once the initial enthusiasm fades, the HR, along with C-suite executives, must ensure that ESG is embedded into the company’s business strategy and KPIs. The HR’s role is critical in enmeshing ESG into the organisational DNA.”

Challenges and the road ahead

Navigating the integration of ESG principles into HR policies and practices presents several formidable challenges. Striking a delicate balance between ESG and overall business objectives proves intricate, demanding meticulous attention to both financial and ethical goals. The process itself is intricate and time consuming, involving extensive assessments and compliance with stringent standards. Gaining support from senior leadership for the benefits of ESG initiatives can be a challenging task, requiring persuasive communication.

Initiating a cultural shift in established practices and mindsets poses a significant hurdle, necessitating comprehensive change-management strategies. Effectively measuring the impact of ESG initiatives adds complexity, demanding the establishment of new metrics and key performance indicators (KPIs). Additionally, skill development becomes crucial, necessitating tailored training programmes in sustainability and ethics. Ensuring inclusivity, whereby all employees actively engage in ESG initiatives, is paramount for success.

Despite these challenges, prioritising ESG in HR is deemed critical for long-term sustainability and the establishment of ethical practices within organisations. Ghosal notes, “ESG is beneficial in the longer run, requiring investments with a long gestation period. Human resource leaders need to coach high-potential leaders to change their leadership style.”

Expertise of the HR and leadership is crucial for ESG success. They can support businesses and employees in adopting behaviours aligned with ESG principles. This involves creating an ESG-centred business strategy, integrating sustainability measures into performance assessments, and assessing ESG risks and opportunities in investments or mergers and acquisitions.

However, having the appropriate HR leadership is a major challenge. Varadarajan highlights the need for constant communication and training in an easy-to-understand language to enhance employee understanding and commitment to ESG objectives. Establishing a robust data-governance framework is necessary for maintaining data integrity and tracking performance against ESG initiatives.

The adoption of ESG principles in the Indian workplace presents a nuanced picture. While challenges exist, a growing awareness and demand for ESG-aligned employers is evident. As companies embrace responsible business practices and individuals prioritise workplaces aligning with their values, the future of work in India is poised for a positive transformation, driven by a shared commitment to sustainability and ethical conduct.

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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.

The post Omnicom Media Group India names Rita Verma as new chief talent officer appeared first on HR Katha.