Ease of Business Labour Reforms Slows Down In Favour of Workers Benefit and Safegaurd of Workers Rights

“The Labour Ministry is going slow on labour reforms in view of the government’s focus on job creation and safeguarding workers’ rights,”

Two key labour reform bills (Industrial Relations Code and Small Factories Bill) aimed at easing business processes may not come up in the Monsoon Session of Parliament beginning next month while legislation on populist measures could be introduced including - Maternity Benefit Bill, Employees’ Compensation Bill, Employees’ Provident Fund Amendment Bill and Child Labour Bill to provide more facilities and benefits to workers and safeguard their rights.

Highlights

• The Maternity Benefit Bill seeks to enhance maternity leave to 26 weeks from existing 12 weeks. The Employees’ Compensation Bill aims to enhance maximum compensation amount in case of any injury to workers without going to high courts.
• The EPF Bill seeks to reduce the threshold for coverage of firms under the social security scheme run by retirement fund body EPFO to 10 workers from existing 20 workers. This is expected to cover 50 lakh more workers under EPFO schemes.
• The Child Labour Bill, which is already pending in Parliament, can be passed during this session. It seeks to prohibit employing children below 14 years in all occupations.

The Industrial Code Bill combines Industrial Disputes Act, 1947, Trade Unions Act, 1926, and the Industrial Employment (Standing Orders) Act, 1946.

The provision relating to easing retrenchment, lay off and closure norms and tougher rules for forming unions in the proposed bill has led to uproar by central trade unions.

They went on nationwide strike on September 2, 2015 to protest against proposed amendments to labour laws to improve ease of doing business including through Industrial Code and Small Factories Bill.

The Small Factories Bill aims to improve ease of doing business and create an ecosystem for encouraging small businesses.

It seeks to exempt small units with less than 40 workers from tedious compliance of 14 labour laws including Employees Provident Funds and Miscellaneous Provisions Act and Employees State Insurance (ESI)Act.

As per the Bill, such units can buy health insurance and provident funds products available in the market instead of subscribing to the mandatory social sector schemes of Employees State Insurance Corporation and Employees Provident Fund Organisation (EPFO).

Shared by - Haridas P A, +haridas pa, AB Mauri India Pvt Ltd, Manager HR & Admn

Appointment Letters Soon To Be Made Mandatory

The Centre will soon make it mandatory for companies with more than ten workers to give appointment letters to employees at the time of joining — a move that would benefit millions of workers in the informal sector.

An absence of legislation on the issue makes it difficult for workers, including those who are employed informally or via contractors in the organised sector, to establish proof of employment and gives companies room to violate labour laws and not ensure any social security benefits for such employees.

Draft code

A proposal to make appointment letters mandatory is part of the draft labour code on working conditions finalised by the Union Labour and Employment Ministry. Companies in the manufacturing, construction, plantation, mining and a few other sectors will have to issue a letter of appointment within days of hiring, even if this involves contractual or migrant short-term workers.

“Appointment letters become a starting point for industrial disputes in many cases,” said a senior labour ministry official, on condition of anonymity. “In extreme cases, the companies even try to deny that the worker was appointed by them.”

The official said the Centre may prescribe a format for appointment letters which would include details such as designation of the worker, the time period for which she is employed and other working conditions and benefits.

Centre of Indian Trade Unions President A.K. Padmanabhan said only a handful of labour laws such as the Sales Promotion Employees (Conditions of Service) Act, 1976 specifically mention about the need to issue an appointment letter.

Authoritative proof

“Appointment letter is the only authoritative proof that a person is employed and all the statutory benefits including Employees’ State Insurance, provident fund are passed on to her or him,” Mr. Padmanabhan said. “We have seen instances where workers involved in accidents are removed by the company as there is no evidence of employment.”

At the time of claiming certain benefits such as gratuity from the employers, workers are not able to prove whether or not they are eligible for the claim, the union leader said. As per the law, workers are entitled to get gratuity benefits at the time of termination of employment or retirement, only after completing five years of service at the firm.

While appreciating the move, staffing companies said the government should also take into consideration how such engagements can be documented in case of contingent or temporary nature of work.

“The appointment letters are relevant as the terms of agreement and engagement between employers and employee needs to be always laid down which clearly states the entitlements,” Indian Staffing Federation President Rituparna Chakraborty said.

In many cases employers and employees get into an informal arrangement for their mutual benefit, she said.

Workers often do not want the statutory benefits to be deducted from their salary in order to enhance their take-home pay.

“To avoid getting into the trap of administrative hassles of filing compliance, employers also avoid handing out a formal letter to workers,” she said.

Shared by: Haridas P A, +haridas pa  AB Mauri India Pvt Ltd, Manager HR & Admn

Changing Scenario About Role of IR Manager

Industrial Relations being collectivist and pluralist in its outlook is fully responsible for maintaining a healthy relationship between individual workers, employees and plays a critical role in settlement of various disputes within an organization. An IR manager plays the role of directive leaders and ensures that all the rules and regulations of the employer are strictly followed.

According to Lester, "Industrial relations involve attempts at arriving at solutions between the conflicting objectives and values; between the profit motive and social gain; between discipline and freedom; between authority and industrial democracy; between bargaining and co-operation and between conflicting interests of the individual, the group and the community.”

Role of IR manager in any establishment

If we see the existing IR challenges in India, that can be elaborated like as under:

Suppose a fatal happened in any factory and the worker is contract labour. Now the contractor ran away as soon as this incident occurred, as an IR manager what would you do? You will find there is no provision for compensation by employer for death of contact labor inside factory premises in Contract Labour (Regulation and Abolition) act 1970. Still you have to do something. So an IR manager has to be prepared for these type of scenarios .Let us explore some challenges in brief.

• Labour is a subject in the concurrent list of the Indian Constitution where both centre and state can amend and frame the labour laws. As a result, labour law varies from state to state and thus it becomes difficult for IR managers to follow the laws strictly.
•  In this cut throat competition, dependence on contract labours is increasing at phenomenal rate. There are not that many amendments in Contract Labour (Regulation and Abolition) act 1970, which could really cover all the dynamism of Contract Labour issues. As a result, IR managers are found with albatross around their neck.
• The roles of the unions are defined, but their responsibilities are not mentioned.
• A ‘protected workman’ is defined, but there are no such provisions for factory managers.
• Productivity & Flexibility are not mentioned anywhere in ID Act 1948, so it becomes difficult to retrench any worker or take any steps against him even though he is not working as per expectations.
• There is a lot of misconceptions regarding ‘collective bargaining’ issue if it is fundamental right or not.
• Difference in wages of the regular employees and contract labours is a major issue of concern and is one of the main causes for several disputes because many times it has been seen that there is no difference in nature of the job between regular employee and contract labour.

So, in race of earning profit many organizations have introduced the concept of contract labour in practice , which is the most critical issue as far as the applicability of labour laws are concerned. Many cases(contract labour issues) either it is B.H.E.L Workers Association ,Hardwar v Union of India (AIR 1985 SC409) or Gammon India Limited v Union of India (AIR 1967 SC691), one can find the difference in opinions regarding implementation of labour laws. Every judgement has its own opinion towards the applicability of labour laws. Not only contract labour issues, an IR manager have to be very cautious while dealing with issues regarding trade unions, collective bargaining, compensations and different issues in factory.

How to face these challenges

1. To deal with Trade Unions, Contractors, labours , IR managers should minimize the use of jargons and they should try to communicate in simple language and if possible try to communicate in local language to avoid any confusion.
2. Review different labour laws, civil laws and consult with the company’s legal representative to assure if the company is in compliance with all of these regulations.

3 .Always try to listen closely to the employee’s concern. It is not always necessary
to give judgement or suggestions and to enforce certain policies, which are not in law.

4. Sometimes to settle down dispute, An IR manager can take the decision on the basis of their intuition.

5. Job rotation policy or transfer of the workers are the another way to settle down the dispute among the workers or employees.

6. They should not try to check the workmen to form unions or groups, which may lead to aggression among them.

So, it can be easily understood that the IR issues are very critical and it depends upon managers to make it simple.

Shared by:  Haridas P A, +haridas pa  AB Mauri India Pvt Ltd, Manager HR & Admn

Long Term Settlement - Between Renault Nissan and workers at Chennai plant - 57% increase in wages

Renault Nissan Automotive India Private Ltd on Wednesday said it has concluded three year wage agreement with its workers.
In a statement issued here, the company - a joint venture between Renault of France and Nissan Motor of Japan - said it has signed formally a three year Long Term of Settlement agreement with its employee representative union, the Renault Nissan India Thozhilalar Sangam (RNITS)

In September 2015 , India's largest carmaker, Maruti raised wages by Rs 16,800 per month while Ford announced a Rs 15,700 hike per month. In February 2016, Hyundai completed its negotiations with its union, giving hikes ranging from Rs 7,000 - Rs 19,500 depending on the cader.

Employees at the Renault Nissan alliance plant in Oragadam will get highest pay increase the auto industry has ever seen after the employees union signed a 3 year landmark agreement with the management.

The agreement will be effective from April 1, 2016 until March 31, 2019. It entails a host of benefits for the employees of the Renault-Nissan alliance.

According to the agreement, all 3,750 employees will get a flat increase of Rs 19,100 per month at the end of the third year. The employees are currently earning an average of Rs 33,000 per month, thus bagging a 57% hike.

Besides the rise, the employees will be covered under group term insurance worth 2 times of cost-to-company or Rs 15 lakh, whichever is higher. They will also be eligible for medical insurance up to Rs 2 lakh, parents and dependents included.

Apart from the monetary benefits, the management has agreed to facilitate creation of an employee township near the factory. A supermarket will be set up within the factory.

Beginning of this year the factory reached the production milestone of one million cars and recently, started third shift operations in response to increasing demand for its products.

Shared by Sanjaya Kumar, Thejo Engineering Limited, Sr. Manager - HR

Job Opening - Assistant Manager/dy. Manager HR IR - UK Based MNC, Chennai

Job Description:  

• Establish and ensure commitment for IR functions with agreed objectives and plans
• Ensure progressive employees relations strategy by efficient employee grievance redressal mechanism for conducive industrial relations with Management that involves union
• Employees relations strategy by efficient employee grievance redressal mechanism for conducive employee/ industrial relations
• Attending legal /Court matters (Civil / Labour /High courts) and appearance before Conciliation authorities pertains to company and Co-ordinate with advocates in terms of documents submissions
• Experience in Long term wage settlement & Handling complex labour issues 
• Responsible for Statutory Compliance, Workmen Wage contract negotiation, Disciplinary proceedings, Union interaction and Workmen productivity
• Responsible for all statutory and non-statutory employee welfare activities
• Manage overall IR activates comprising employees welfare, Transport, canteen, Time-office and allied activities 
• Dealing with Labour and government Departments 
• End to end management of cases as needed with periodic reporting and findings 
• Good Knowledge in Labour Laws

Experience: 7 - 10 Years

Location: Chennai

Contact Email: shruti@aquariusconsultants.in

Shared by Haridas P A, +haridas pa , AB Mauri India Private Limited

Kerala HC stays Retrospective Provisions of Payment of Bonus (Amendment) Act, 2015

KERALA HIGH COURT ORDER STAYING BONUS WITH RETROSPECTIVE EFFECT.  IN THE HIGH COURT OF KERALA AT ERNAKULAM

United Planters Association of Southern India 

Vs. 

Union of India (Kerala High Court), 

WP(C). No. 3025/2016(C), 

Date of Decision- 27.01.2016 

Hon’ble Kerala High Court in the case of The United Planters Association of Southern India Vs. Union of India, Stayed the Operation and Implementation of Payment of Bonus (Amendment) Act, 2015 to the extent the same gives retrospective from 01.04.2014 and further held that such retrospective amendments will be implemented from Year 2015-16 pending disposal of writ petition. 

Kerala High Court Order

Copy of High Court order posted above

Shared by  Siju Jose T, +Siju Jose Oil Palm India Limited, Senior Manager - HRD 

Madras High Court: House Rent Allowance, Travelling Allowance to be included for calculation of Over Time Wages

OVER TIME PAYMENT – WAGES UNDER THE Factories Act, 1948

Case: Heavy Vehicles Factory Employees Union
( Rep. By its general Secretary) & another
vs.
Union Of India
(Rep. By its Secretary to Government, Ministry of Defence & Ors.
(2012 LLR 358)

Forum: Madras High Court

Judgement: The petitioner union are registered and recognised union representing various categories of employees. The employees who were working under the third respondent establishment contended that they were, all along, in receipt of overtime allowances whenever they were detained for duty beyond the normal working hours of 48 hours in a week, and the said allowances were calculated and computed by including all allowances admissible to the employees like House Rent Allowance, City Compensatory Allowance, Transport allowance etc. as per the provisions of the Factories Act 1948. 

The first respondent issued a memorandum, dated 26.06.2009 stating that House Rent Allowance, Travelling Allowance and Small Family Allowance would stand excluded for the purpose of computation of overtime allowance without assigning any reason therein for exclusion of the same. Aggrieved by the order, the employees and the union filed original applications before the Central Administrative Tribunal.

The Tribunal dismissed their applications on the basis of a letter received from Legal advisor of the Ministry of Law opining that allowances are excluded from the term “wages” for the purpose of calculation of overtime allowance. 

On an appeal, the Court observed that as per the definition of sub section (2) of section 59 of the Factories Act, ordinary rate of wages means basic wages plus such allowances including the cash equivalent of the advantage accruing through the concessional sale to workers of food grains and other articles, as the worker is for the time being entitled to, but does not include a bonus and wages for overtime work. The court further observed that, in the absence of any rule to exclude the aforesaid allowances from the definition of the basic wages, when the section excludes only two items, viz, bonus and wages for overtime work, the action of the first respondent in excluding the said allowances is without any authority and such items should be included. Accordingly, the order passed by the tribunal was set aside.

Shared by  Siju Jose T, +Siju Jose Oil Palm India Limited, Senior Manager - HRD

Important Amendments to Kerala Shops & Commercial Establishments Rules, 1961

Government of Kerala Vide GO(P) No: 134/2015/LBR dated 16 September 2015 has amended certain provisions of shops rules as given in below image

Source: The Forum for Reforms in Corporate Laws (FRICL)

Shared by -  Bejoy K. Thomas, +Bejoy Thomas M.O.S.C. Medical College Hospital Group, Head - HR

HR Concepts: What is Weighted Application Blank (WAB)

A Weighted Application Blanks (WAB) is a form in which numeric values are assigned to the information fields. These weights are designed keeping the organization needs in mind and give quantitative structure to the decision making. These numeric values help the employer map knowledge, competencies and abilities needed to perform the job. The values are assigned on the basis of the expectation of each organization and remove the error of subjective evaluation of the applicant.

These forms help organization fight employer turnover and eventual hire employers who fit well with in the organizational culture.

Data is collected for each information field. The applications are ranked accordingly and help the employer to predict the performance of the potential applicant within the organization.

For example, while recruiting a medical support staff, relevant work experience and educational background are more important than soft skills. Therefore, the information fields will be weighted accordingly. In case of a marketing intern, his creativity and ability to project an idea are more important than his educational background.

The process of building a weighted application blank

The WAB is distinguished from traditional application forms in three important ways:

1. The Items on the WAB are selected based on their demonstrated relevancy for the job(s) for which applicants are being evaluated,
2. Best responses to each item are determined based on scientific data, as opposed to the guesswork and assumptions that sometimes guide the development of traditional application forms, and
3. Weights are assigned to each applicant response, and scores are totaled, thus permitting a quantitative comparison of each applicant.

 

 

Have a great HR Day :)

Shared by - Maneesh MS, +Maneesh Muralidharanpillai , Appollo Tyres Limited

IT Techies can now unionise: TN Government

Replying to a petition filed by Puthiya Jananayaga Thozhilalar Munnani, state labour secretary Kumar Jayant wrote: 

"IT company employees also are free to form trade unions and redress their grievances through evoking the provisions of the Industrial Disputes Act 1947. Any trade union with IT employees as its members can rise industrial disputes under section 2 (k) of the act and seek remedy."

The IT sector sees this as a retrograde gesture, while unions see it as an acknowledgment of employee rights. Trade unions, which have been restricted to factories, have been trying to get a foothold in the $118-billion IT sector that employs nearly four million people.

While forming a trade union was always a right, employers have been successful in preventing unionization of tech companies. Trade union activists have been bemoaning lack of support from government for employee rights. 

More news at: Click here

Shared by Vinod S, FCI OEN Connectors Ltd, Sr. Manager - HR

Amendment to Employee Deposit Linked Insurance Scheme

The Gazette Notification issued by Govt of India has brought important amendment whereby the benefits of EDLI Scheme have been increased to Rs600000/- (Rupees Six Thousand Only)

Circular below:

Page 1

Page 2

 Shared by  Shabna Ranjit, KKR Group of Companies - Nirapara, Manager - HR

HR Concepts: What is Dumbsizing?

Downsizing is a most popular response of any company when faced with financial, productivity pressures or when implementing "SMART" techniques or technologies to improve efficiency. Downsizing is a very effective strategy when carried out after effective reviewing and planning, else it leads to,

 

Dumbsizing, which is when an organization downsizes the number of people in its workforce so much so that it results in reduction of organizational efficiency hence crippling the business due to loss of knowledge and skills of the employees.

Most companies when in commercial pressure find an immediate solution to improve their balance sheet by cutting their payroll costs and hence downsizing their employees. However even though it appears that downsizing leads to reduced labor cost, better communication and faster decision making, downsizing causes more harm than good. Employees bring competitive advantage to an organization.

Hence loss of an employee also results in loss of valuable information that the employee held in his memory. Besides loss of corporate memory downsizing can also result in reducing the morale of existing employees, loss of knowledge and skill of the outgoing employee and disruption in the social networks within the organization. So indiscriminate downsizing could cause a serious gap in the skills of an organization. Hence even though downsizing seems an attractive option in the short term, it deteriorates the quality, effectiveness and productivity of an organization as a result of loss of knowledge and leads to a dumber organization resulting in dumb-sizing.

Have a great HR Day:)

Shared by - Maneesh MS, +Maneesh Muralidharanpillai , Appollo Tyres Limited

Kotter's 8 Step Model of Organizational Transformation

There are many models for organizational transformation. Here we are sharing the famous Kotters 8 step model.

Kotter suggested a change model consisting of 8 steps. The purpose of the model was to enable change in the right manner to create value and to ensure that change efforts do not fail. The 8 phases of his model are:

Kotter's 8 step model

Steps in detail as follows:

1. Establish a sense of urgency – Whenever an issue is noticed, it should be immediately dealt with. People have to be motivated with a sense of emergency as change always brings about reluctance.

2. Create a coalition – Change, though initially identified by a few people, needs the support and buy-in of the majority of people to be successful and effective.

3. Develop a clear vision – A clear vision needs to be established which can serve as a guiding principle. It will drive the company in the right direction. It will also communicate the same objective to all the stakeholders.

4. Share the vision –Sharing and communicating the vision is equally important. It is to be communicated to the customers, suppliers, employees etc. using the existing effective means of communication.

5. Empower people to clear obstacles- All the obstacles that come in the way to implementing the change need to be removed. For example, employees should be given some time to implement change out of the time assigned to them for regular work. Stakeholders need to be empowered to lead the change.

6. Secure short-term wins – It is necessary to recognize short term wins and not wait for the final result. This will keep the employees motivated and provide them a reason to carry the change forward.

7. Consolidate and keep moving – Whereas short term wins are important, the victory should not be declared too soon. All efforts should be consolidated to move ahead till the final result is achieved.

8. Anchor the change – The change has to become a part of a firm’s value and culture. The people need to be sure that the change has left a positive impact and was worthwhile to bring about. The leaders also need to ensure that they carry changes in future.

These 8 phases need to be followed in the sequence mentioned above.

Have a great HR day :)

-Shared by Maneesh M S, +Maneesh Muralidharanpillai , Appollo Tyres Limited

Job Opening - Outreach Executive-Guest Relations and Optometrist - Giridhar Eye Institute

14.Outreach Executive - MSW candidate with 1-2 years experience in patient counselling, meeting organizations and public authorities to conduct outreach activities. 

15. Guest Relation Executive (F) - Graduate in any discipline, with 1-2 years experience in coordinating front office activities including registration, cash handling and overall patient care.  

16. Optometrist - B.Sc. Optometry candidates with 1-2 years practical experience in an eye care set up. 

Salary as per industry norms. 

Interested candidates are requested to email their detailed CV and a recent photograph within 15 days to:philip_hr@giridhareye.org; giridhareye@gmail.com; 

Shared by Philip Koshy, +Philip Koshy, Giridhar Eye Institute

Fraud Triangle - The 'why' behind workplace frauds.

The term fraud triangle was first coined by American sociologist Donald R. Cressey who worked extensively in the fields of criminology and white-collar crime.

 

The Fraud triangle is a theoretical framework designed to explain the reasoning behind a worker’s decision to commit a workplace fraud. There are three elements, sides to triangle, categorized by the effect on the individual, In order for fraud to occur, all three elements have to be present. They are:

Step 1 – The opportunity to commit fraud – Opportunity is the first side of the fraud triangle. This is when there is a situation that would allow a person to do something wrong.  These are the weaknesses and lack of procedures in the system usually.  An instance where someone could get their hands on money and get it out the door.  For example, having the accountant  signing checks.  with no monthly  reconciling of bank accounts or internal audits. In this stage the worker sees a clear course of action by which they can abuse their position to solve their own perceived, but not shareable financial problem in a way that it is unlikely to be discovered.

 

Step 2 – The pressure on the individual – When great pressure is brought to bear, people will do things you would have never thought possible. This is the motivation behind the crime and can be either personal financial pressure, such as debt problems, or workplace debt problems, such as a shortfall in revenue. The pressure is seen by the individual as unsolvable by orthodox, legal, sanctioned routes and not shareable with others who may be able to offer assistance. A common example of a perceived not shareable financial problem is gambling debt. Maintenance of a lifestyle is another common example.

Step 3 – The ability rationalize the crime – is the final stage in the fraud triangle. This is a cognitive stage and requires the employee to convince oneself  to justify the planned crime in a way that is acceptable to his or her internal moral conscience. Rationalizations are often based on external factors, such as a need to take care of a family, or a dishonest employer which is seen to minimize or mitigate the harm done by their activity.

How can you stop the three sides of the fraud triangle from forming into a disaster?

1. Build a culture that is "Zero Tolerance" towards fraudulent activities. It will target the rationalization part of the triangle

2. Setting up proper procedures and internal controls. This helps to narrow down the opportunity side of triangle.

3. Eliminate lousy environment and keep them engaged. This help to discourage the motivation part of the triangle.

Shared by - Maneesh M S, +Maneesh Muralidharanpillai, Appollo Tyres Limited

Performance Appraisal & Counseling for Enhancing Employee Effectiveness - Kerala State Productivity Council - Kalammassery

Performance Appraisal & Counseling for Enhancing Employee Effectiveness is a two day workshop conducted by Kerala State Productivity Council  at productivity house, kalammassery.

For Registrations Contact: 9847015362, kspc@asianetindia.com

Shared by RK Vijayakrishnan,  Corporate HR Consultant & Trainer, Cochin. Chief Editor - HR Connect E-Newsletter

Legal Update 2016 - National Institute of Personnel Management, Kerala Chapter - Cochin

Legal Update by NIPM is a Annual Event takes place in the Month of May/June every year which covers important Court decisions reported during the past one year will be presented in a summarized format and discussed. 

Major amendments to various labour statutes will also come up for consideration. Course materials will consist of the decisions and amendments presented in discussion. Eminent Faculties in the relevant fields will handle the Full Day Session. This program aims at HR / IR / Personnel / Welfare / Legal Practitioners Management Personnel who deal with Labour / Administration / Court Matters, Enquiry Officers / Presenting Officers / Disciplinary Authorities / and those exercising various Quasi Judicial Powers in Disciplinary Matters

For Registrations, Contact: 9895709606

Shared by - Vinod S, FCI OEN Connectors Ltd, Sr. Manager - HR

Job opening - HR AM/DM, Sr. Executive - At Confidential

[Posted on:24-05-2016]

1. DM / AM ( Recruitment, PMS, T&D )

Professional whose speak Malayalam ( Mother tongue ) is Preferred for both the position.

MBA/MSW/MA with 7 to 10 yrs of experience in Core HR in Manufacturing is Preferred.

CTC : 6 to 8.5 lakhs

Gender : Male / Female. 

Language : Malayalam & English

Work Location : Kerala ( Ernakulam )

2. Sr Executive ( Recruitment / Talent Acquisition )

MBA/MSW 3 to 5 yrs of experience in HR

CTC : 4 to 5 lakhs

Gender : Male / Female

Language : Malayalam & English

Work Location : Kerala ( Ernakulam )

To apply, kindly share your CV to :- ramkumar.tg@eta.in

- Shared by Haridas P A, +haridas pa, AB Mauri India Pvt Ltd

Job Opening - Head HR- Bisleri International Pvt Ltd

[Posted on:26-05-2016]

3. Head HR - Bisleri International Pvt Ltd.
Work Location : Corporate office, Mumbai.
Experience: min 15 yrs.
Offered CTC : upto 29 lacs.
Interested candidates can share their profiles on priya.deshmukh@bisleri.co.in

- Shared by Suresh Varughese, +Suresh Varughese

Job Opening - Physiotherapist - Kottakkal Arya Vaidya Sala

[Posted on:27-05-2016]

4. Physiotherapist - (Female) Kottakkal Arya Vaidya Sala
Job location will be at Kottakkal in Malappuram.
Qualification: BPT with 0-3 years experience.
Pls mail resume to vishakh@aryavaidyasala.com

- Shared by Vishakh O T, +OT VISHAKH, Kottakkal Arya Vaidya Sala

Job opening for IATA Holders - UAE Exchange Travel Division- Trivandrum

[Posted on:28-05-2016]

5. IATA Holders - UAE EXCHANGE TRAVEL DIVISION
As Air ticketing staff.
Qual: IATA Compltd
Freshers Can apply.
Sal : up to Rs.15000(depends effsncy)
Location : Trivandrum
Contact Rahul  - 9605878861

- Shared by Suresh Varughese, +Suresh Varughese, St. Mary's Rubbers Pvt Ltd

Job Opening for Electrical- Commercial-Technical- Appollo Tyres, Kalamassery

[Posted on:03-06-2016]

7.   Appollo Tyres, Kalamassery

Positions - 1. TM Engineering (2 Electrical & 1 Mech - utility).    

2. TM Commercial (1 - CA \ ICWA).                                    

3. TM Technical ( B Tech - Rubber Technology)

Contact: +Maneesh Muralidharanpillai , 9447995288

- Shared by Maneesh MS, +Maneesh Muralidharanpillai, Appollo Tyres Limited

Job opening at Hindustan Unilever, Cochin

[Posted on:03-06-2016]

9. Territory sales officer. Hindustan Unilever,
Division: Lakme.
Base Loc:Cochin,
Qlf: MBA Marketing with sales experience in similar industry,
Salary: 40K per month.
MBA fresher's can also apply.
Interested candidates please contact:

Mohan- 9446438231

- Shared by Philip Koshy, +Philip Koshy, Giridhar Eye Institute

Job openings at St. Mary's Rubbers Private Limited.

St. Mary's Rubbers Private Limited  is a ISO 9001:2008 and ISO 14001:2004 certified proprietary concern, a fully fledged company with state of art laboratory for  processing Centrifuged Latex, for international as well as domestic markets.  

[Posted on:04-06-2016]

13. Cost Accountant

Experience - 2-3 yrs
Qualification : ICWAI/ ICWAI inter
Location : Kanjirappally

12. Marketing executives
1-4 yrs experience 

10-20K for Cochin & Kottayam
medical consumables/ equipment or pharma experience preferred

11. Logistic Supervisor
0-3 years experience
Salary 10-15 K

Location: Kanjirapilly

10. Supervisor for packaging
1-3 years experience
Salary 10-15 K
Location: Kanjirapilly

9. Deputy Manager/ Manager - HR

CTC:2.5 Lakhs to 4 Lakhs

Experience: 4+ years

Location: Kanjirapilly

8. Company Secretary 

Experience - 2-3 years

CTC (annum)- 4 lakhs

Location: Kanjirapilly

Contact 9447058270

Eid agmhr@stmarysrubbers.com

- Shared by Suresh Varughese, +Suresh Varughese, St Mary's Rubbers Private Limited

HR Concepts: What is Recency Bias?

Recency bias is the name for the heavy influence that recent experience can have on our decision making

It is the tendency to think that trends and patterns we observe in the recent past will continue in the future.

For instance - if a person is asked to recall the names of 30 people that they have just met, they will usually remember the names of the people that they most recently met first.  

There is a tendency for some people to focus on "what's happened lately" when evaluating or judging something. It's the same in performance reviews. Some managers tend to weight what the employee appears to have done in the last weeks or months, rather than looking at the entire period evaluation is supposed to be based on.

There is some sense to doing this, however. One could argue that an employee who shows recent improvement is on the road to success, and therefore should not be penalized by things that happened, let's say 10 months ago. It's a decent argument.

However, if the desire is to improve productivity, rather than to reward or punish, it IS useful to discuss past problems to try to ensure they don't re-occur.

The recency bias can also work both ways. Remember that recent behavior can be positive or negative, so managers stuck with the recency bias may be evaluating overly positively or negative, depending on what's most recent.

Awareness of this bias is very helpful to avoid it at work.

Have a great HR Day:)

Shared by Maneesh MS, +Maneesh Muralidharanpillai , Appollo Tyres Limited

HR Concepts: Apathy at workplace

Workplace apathy is not hard to diagnose. Lack of enthusiasm. Too many Excuses. Missing Deadlines. The motto of apathetic employee’s motto is:

 “It is not my job.”

The word apathy is derived from Greek apatheia, which means “without emotion” and has been variously evaluated. Apathy in the workplace is a concern not only for the sake of productivity but also for employee satisfaction. Causes include poor physical environment, unsuitable working conditions, lack of opportunity to apply skills, discouragement of initiative and responsibility, curbing of social interactions, burnout and lack of job security. 

Apathy has commonly been described as an absence or suppression of concern, emotion, excitement, feeling, motivation or passion, and also as a state of indifference that are otherwise or generally found to be arousing. Positive psychologists describe apathy as the result of the individual feeling that s/he is unable to address challenges or also of perceiving no challenge at all (learned helplessness).

Apathy is also considered the response of an organism when it is subject to stimuli that are excessively intense or complicated.

Ensuring cleanliness, better lighting, soft background music, conducting informal meetings, providing infrastructural access and amenities, clarifying roles & goals, instituting reward systems and personal integrity on the part of managers are measures that go a long way toward boosting motivation and interest.

Employees who demonstrate apathy at work may do so because daily tasks aren’t fulfilling, the environment lends itself to disinterest, management doesn't set goals or because employee performance isn’t met with reward. Apathy at the workplace leads to decreased productivity, which can cause major setbacks in a business’s bottom line. To keep your workforce happy and interested, you must take an approach that keeps employees excited.

Have a great HR day :)

Shared by Maneesh M S, +Maneesh Muralidharanpillai, Appollo Tyres Limited

HR Concept - What is Acculturation?

Acculturation is the process of transformation that takes place, when there is an intermixing between two or more cultures. In acculturation, the people form group adopt the concepts, traits, beliefs etc of the other group.

The changes can be seen over two levels:

 

1. Group Level: Change in the culture, food habits, draping sense, etc.

2. Individual Level: Daily behavior over a period of time, measures of physiological & psychological well being

The Four Stages

The best part is that the even though the original cultural patterns of the groups change, the groups remain distinct. The concept was studied in detail in the fields of psychology, anthropology & sociology. The focus for acculturation has predominantly been the minorities, immigrants, and how they adapt to the society.

As acculturation is a sum total of the various factors at play, we build certain conceptual models keeping those factors intact. The most predominant have been the

1. Kramer’s Model

2. Kim & Gudykunst

3. Fourfold Model: It takes into account Assimilation, Separation, Integration & Marginalization.

Given the various ideas & thought process relating to acculturation, we could conclude that it is a cultural merging or rather the change in a person by borrowing certain traits from the other cultures.

Have a great HR day :)

Shared by Maneesh MS, +Maneesh Muralidharanpillai , Appollo Tyres Limited