Author: Dr. Prajjal Saha | HRKatha

Loss of job is undoubtedly an emotional time when people feel alone, scared and vulnerable. It is important for an employer to smoothen the termination process, show compassion and empathy and re-instate trust. The employees must see the decision as a necessity for business rather than a witch hunt!

A research scientist and wine maker, he also has a first class honours degree in human biochemistry. But that’s not what best describes Mark Inglis — the first double amputee to summit Mt Everest. He is the fighter whose career has gone from being a SAR mountaineer to a legless one. He lost both his legs to frostbite in 1982, when he was stuck in an ice cave dubbed the ‘Middle Peak Hotel’, near the summit of Mount Cook for 14 days.

Inglis, now a motivational speaker, helps people achieve their own potential in life. He speaks to HRKatha on what the corporate world can learn from mountaineering.

The study forecasts an overall increase of 14.5 per cent in the hiring intent in 2016, as well.

Employers and employees have a different set of beliefs and expectations in the current situation, and this isn’t a healthy trend.

Let us creatively appreciate the highlights and take a guess whether this additional cost will create gross national value on the hypothesis: ‘happy, engaged and motivated employees co-create better yield’!

An alumnus of the Tata Institute of Social Sciences, and an accredited coach (ACC) recognised by the International Coach Federation, Makarand Khatavkar, group head–human resources, Kotak Mahindra Bank, has built HR teams from scratch, more than once.

A seasoned HR professional, Khatavkar’s career spans three decades. He has spent around 20 years in the BFSI sector alone. Prior to joining Kotak, he led HR at Deutsche Bank.

He speaks to HRKatha, on how the banking industry is realigning its people’s strategy with the changing business environment, and the plans specific to Kotak Mahindra’s employee engagements.

I have decided to resign from the post of Executive. I have realised, with the new pay commission, private sector jobs are not so alluring any more — a peon with the central government draws higher salary than me.

Industry leaders share their perspectives on the 7th Pay Commission exclusively with HRKatha readers. Prabir Jha candidly dissects the recommendations and dwells on its flip side. 

An alarming 31 per cent of new joinees quit their jobs within the first six months —a huge loss of revenue for organisations. How can organisations check this?

Around 38 per cent of participating companies plan to fire managerial-level employees, while there will be only 29 per cent reduction in the workforce in the current quarter. Speed of hiring is expected to go up from 62 to 88 per cent.

New age companies have brought in a change in mindset and forced recruiters to rethink.

Though business in e-commerce is driven by technology, the human element continues to play a pivotal role in new-age economies, making the role of HR more dynamic and challenging.

Most of the employees will be brought in for technology roles and requirements.

The company with a 9000 strong workforce, expects to see a 30 per cent increase in its revenues accompanied by a substantial increase in its staff strength by the end of the FY16.

The employees have taken a cue from what’s happening around them. They have decided to return their salary hikes and bonuses to protest against poor ratings in their appraisals. 

Gen X is unique in the sense that they have had hands on experience of the both the old and new world, which has enhanced their adaptability quotient and also makes them amenable to various tools and approaches for learning, rather than sticking to one way only.

The workplace today has vast generational differences, often leading to conflicting opinions and rough situations. Here is how one can make the environment more conducive and collaborative.

The online application helps to identify and develop leaders within organisations.

Ironically, the less we know about potential hires and their propensity to contribute to an enterprise, there is a greater probability of them being incentivised in terms of rewards, remuneration and compensation!

Yuvaraj Srivastava spent more than five years with the Indian army before he moved to the corporate sector. This certainly makes him a differently talented HR professional.

Post his army days, Srivastava dabbled in different sectors starting from an industrial unit (Asian Paints), moving on to hospitality (The Oberoi), then to FMCG (PepsiCo) before joining a new age company (MakeMyTrip). His exposure to HR management in different sectors has contributed to the richness of his experience.

Srivastava, CHRO, MakeMyTrip speaks to HRKatha on how human resources is same yet different in varied sectors. He has coined different terms for each of his experiences. He describes how serving the armed forces has taught him to be a better HR professional. Excerpts!

As part of our CEO’s Shadow Board, he is ensuring he follows even the Boss’s shadow.

The company aims to create an environment of collaboration, innovation and engagement through quality conversations.

Around 29 per cent of the respondents rated the size of the company as the most important factor while joining or switching companies, whereas 27 per cent felt career prospects was the topmost priority.

At the Toyota Kirloskar Motors Gurukul, raw talent undergoes structured training to become job ready and emerge as specialist skilled workers.

While hiring volume has remained stagnant, the budget for recruiting solutions has dropped, leading talent acquisition officers to rely on employee referrals and employee retention.

Mid- and senior-level employees at startups are lured by MNCs with better salaries,  bigger brand tags and job security.