A sizeable part of India Inc. considers ESOPs as a great motivational tool and performance enhancer. While 41 per cent have successfully tested it as a motivational tool, almost 10 per cent confirm its effectiveness as a tool for increasing profitability.
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Deciphering the latest trends and insights from the entire gamut of employer-employee relationship and presenting a true picture of what’s happening in the people space. Ponder over causes that affects every employer and employee
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!
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.
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.
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.
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.
Increasing workforce participation of older workers is considered to be good for the economy as well as individuals.
Pharma will be biggest gainer with expected average salary hike of 12.1 per cent.
India’s employee health benefit programmes include dependents, which makes them stand apart from other countries’ benefits in the Asia Pacific region
It’s not just about designation and importance within organisations. Indian HR leaders have also showcased their advanced outlook towards critical issues.
India Inc. needs to address the systemic, culturally ingrained issues affecting women’s workplace experiences and career trajectories in order to be fully inclusive.
This makes the role of HR questionable, as maintaining parity and ensuring justice are among its core jobs.
While teachers from higher education institutes opined that 64 per cent of their students were incompetent for employment , school teachers felt only 48 per cent were unemployable.
An internal study reflected a gap in terms of deliveries, as the retail environment required leaders capable of working effectively across organisational lines and also contributing to customers and colleagues.
Around 39 per cent and 26 per cent of respondents participating in a survey, from consumer and services sectors, respectively, opined that their respective companies was best defined as ‘performance oriented’.
According to a study by Nielsen, commissioned by PNB Metlife Insurance, there is a significant gap in the degree of loyalty towards each other, as perceived by employers and employees.
Out of the total occurrences of discrepancies, a huge chunk of them have occurred in the employment component, followed by the address and education components.
In the last one week, three of India’s largest corporate houses have appointed a non-HR executive to lead the human resources function. What works best — a non-functionally trained CHRO or a functionally trained HR leader? The debate is on.