Why Build Personal Learning Networks

Want to know about Personal Learning Networks? Check what Personal Learning Networks are, what skills you need to build them, and why they are so important.

An organization’s ability to learn at the pace of change is its key to survival in today’s world of constant churn. We all know that the changes wrought by the five forces –forces of technology, globalization, demography and longevity, restructuring of society, and depleting energy resources– are rapidly rendering a world that is complex, interwoven, and deeply connected where the paradigms of how we navigate are undergoing irreversible changes. The dictum of Chaos Theory as described by the Butterfly Effect is finally coming true. A flutter of a butterfly’s wing can literally and metaphorically cause a typhoon halfway round the world. In the context of this ecosystem, organizations are floundering unable to keep pace with the flux hitting them on all fronts. Those that are not merely surviving but thriving are doing so because they have learned to make continuous “learning” and adaptability a part of their organization’s DNA. This article will focus on how to facilitate learning at individual and organizational level by building Personal Learning Networks.

There have been paradigm shifts in what defines an organization in the 21st Century. It is no longer just a brick and mortar building where employees file in at 9:00 am and out at 5:00 pm and are deemed to do work in between. A vast majority of organizations today are globally scattered, spanning continents and time zones. Employees may or may not come into a specific location to do their work. Work is thus becoming location agnostic – more so under the combined forces of Social, Mobile, and Cloud, and of course ubiquitous connectivity. Employers are promoting anytime, anywhere work policy as a means to attract talent. Employees are no longer necessarily on the roll, fulltime employees. They include contractors, freelancers, interns, vendors, partners, and more. All of this is further complicated by the nature of work today. The ordinary, the mundane, and the routine tasks are being automated or soon will be.

This leaves the creative, innovative, and complex challenges that require human interventions. What this further implies is that individuals must be able to make sense, problem solve, and come together to unravel these complex challenges, which typically require a multitude of diverse skills and domain knowledge. This makes collaboration paramount for the survival of any organization and for individuals to stay relevant in today’s world.

Building Personal Learning Networks

Thus, in its own interest, an organization must facilitate and create the conditions for people to collaborate, learn from each other, and build a network within and without to remain on the cutting edge of their practices and domains. Given that teams are often distributed, employees work onsite or from home and road warriors are always “on the road”. In short, the concept of teams working shoulder to shoulder every day, literally and metaphorically standing by each other, talking over problems and challenges at their desks, is slowly being replaced by virtual teams who interact via social tools and platforms, use Webex for meetings, and update each other via enterprise social networks and WhatsApp. This is why the skill of being able to build one’s Personal Learning Network is essential. It’s time for everyone to take charge of their own professional development. One of the ways to keep on top of our game, and remain on the cutting edge of relevant skills and knowledge, is to be a part of communities of practices and to focus on building and maintaining our Personal Learning Networks with a deliberate intention to learn, share, and collaborate.

A Personal Learning Network can be seen as one's gateway to continuous learning, exchange of thoughts and ideas, validation of one's thoughts and insights on challenges encountered, and an involvement in the process of continuous inquiry and exploration on topics that matter. In today's context rising complexity and diminishing shelf-life of knowledge, it is not possible for an organization to provide training for every conceivable skill that may be required. Moreover, since a large part of the skills and knowledge required to handle tasks and problems today are emergent, the possibility of training gets ruled out. Training is essentially past focused preparing workers for known skills and bridging known knowledge gaps to meet known and defined goals. What happens when the knowns become unknowns? What happens when speed and innovation are the keys to success?

In this context, let's take a look at one of the principal models of building Personal Learning Networks through Personal Knowledge Management (PKM) as propounded by Harold Jarche. I have included the diagram here for reference:

Harold Jarche's Model of PKM

An analysis of the diagram above reveals that there are primarily 5 steps in the entire Personal Learning Network building process: Explore, Collect, Review, Re-create, Share. I would also like to emphasize that a Personal Learning Network is intricately linked to one's personal knowledge management (PKM) capabilities. The former wouldn't make sense without the latter.

With complexity, chaos, and fluidity taking over and becoming the norm, we can expect codified knowledge stocks to have very short shelf-lives. A constant state of flux is giving rise to ambiguity, complexity, uncertainties, and volatility – the characteristics of a VUCA world. We have moved from an age of best practices to emerging practices and no one can be intelligent on their own any more. In this kind of a scenario, learning and sense-making happen through reflection, dialogue, and communities.

Characteristics Of Personal Learning Networks

One of the hallmarks of an effective Personal Learning Network is its diversity. Diverse here denotes cognitive diversity – arising from different world-views, cultural perspectives, varied educational background, and possessing different problem-solving frameworks and heuristics. A Personal Learning Network of diverse individuals not only helps to hold up widely different viewpoints on the same challenge, but also broadens and deepens one's learning. Diversity of thoughts and ideas are the best precursors to innovative and creative solutions and complex problem solving. In the absence of cognitive diversity, a Personal Learning Network can quickly degenerate into group think and homophily.

Another characteristic of Personal Learning Networks is their combination of strong ties and weak ties. Exchanging of deep and tacit knowledge, i.e., knowledge which is not codified and where learning happens through the process of dialogue and reciprocity, typically works with strong ties based on deep trust. Weak ties bring in the much needed variety of beliefs and opinions. To be able to build and leverage our Personal Learning Networks in the most effective manner, we also need a new set of skills.

What Are The Skills Needed To Build Personal Learning Networks?

Building one's Personal Learning Network in the online world requires skills like networking, participating in communities of practices, working out loud and collaborating, and curation and aggregation to process the information. While developing the skills do take some effort and persistence, the benefits are tremendous. Tools and platforms act as facilitators and knowing how to use them is important. But it is our attitude that makes interacting with our Personal Learning Networks fruitful and satisfying. It requires engagement, reflection, and effort. It is also a state of mind. People with a growth mindset and a curious disposition are likely to invest time and effort in building and maintaining a Personal Learning Network, because they believe that there is always an opportunity to learn more, to improve, and explore. A Personal Learning Network is a location and time agnostic community for exchange of learnings and ideas in a safe environment. It is accessible all the time. We can post a question on Twitter or any other social networking platform, and be assured of a response.

Final Thoughts

In this collaborative economy, sharing is a much valued trait and one of the pillars of building a Personal Learning Network. One cannot hope to receive without giving first. Networks have a profound impact on how we learn as defined by the principles of Connectivism. Establishing credibility with one's network is essential. 

Credibility arises out of constancy in:

Sharing useful content. 

Interacting respectfully. 

Valuing and expressing gratitude for help received. 

Reaching out and helping others pro-actively. 

Not being afraid to be vulnerable. 

It's absolutely OK to say "I don't know! Can someone help me with this?".

In a Personal Learning Network, everyone is a contributor, learner, as well as a teacher. By connecting meaningfully and authentically, we can build a broad and deep support system of colleagues, mentors, and coaches. A Personal Learning Networks is a two-way street, and collaboration and cooperation drive its spirit.

Article Source: https://elearningindustry.com/build-personal-learning-networks

Shared by: Anish Aravind, SS Consulting, Principal Consultant (Co-Founder)

Job Opening - Zonal Manager - HR (Generalist) - IIFL Group

IIFL Group is looking HR professional for Chennai.

*Zonal Manager - HR (Generalist)
Location: Chennai

* MSW/MBA Graduates with minimum 4 years of work experience in HR Recruitment, engagement.

* Preferred Male candidates from Banking / NBFC.

Contact: fizeahamed.h@indiainfoline.com

Shared by Binil Balakrishnan, Dinoct Inc, Manager - HR

PM Narendra Modi's Talent Acquisition Strategy

The selection procedure of the 19 new Ministers was rigorous - PM Modi wanted 'doers' and 'performers' who would deliver on his vision of good governance.

Experience, expertise and energy – combination of these ‘3 Es’ defined how 19 new members were inducted in the Council of Ministers by PM Narendra Modi on Tuesday. Similary, in the recently concluded TA League Annual Conference by People Matters, the HR leaders at the meet spoke at length about the same strategy they wish that companies should apply if they are to disrupt the industry and also be sustainable. 

In this age of talent evolution, organizations are also in a state of flux with new-age talent coming in and working along with the already seasoned experts in the field. The synthesis of these two talent groups is essential for the success of any organization. Experts in the TA League pointed out that for scale and sustainability, hiring the matured or the experienced talent is the key, while for creating disruption, it is necessary to recruit the new-age or the Millennials – talent who are more agile and adapting to newer things. Combination of maturity and agility will what defines growth. 

PM Modi combined this strategy well when he appointed P P Chaudhary who is a senior Supreme Court advocate with over four decades of experience in constitutional litigation, Subhash Ram Rao Bhamre who is a well-known doctor with a super specialisation in cancer surgery and M J Akbar who is a veteran editor and internationally acclaimed journalist. And the PM is just not satisfied with the experienced ones; he wants energetic Ministers in the Council as well. For fresh and newer perspectives, Modi has appointed Anupriya Patel and Mansukh Mandaviya. 

Selection process was rigorous. PM Narendra Modi laid down the selection procedure “to bring in doers and performers who would deliver on his vision of development and good governance, and further his central priority of gaon (villages), garib (poor) and kisan (farmers).

Diversity is another aspect that the PM has taken note of. Two ministers are women, and five are Dalits, two from other minority communities. The 19 ministers come from states like UP, Rajasthan, Gujarat, Bengal, Maharashtra, Madhya Pradesh, Delhi, Uttarakhand, Karnataka and Assam. And he has been very strict about promoting – he only promoted the current environment minister Prakash Javadekar, who was at the minister of state level, to the Cabinet minister rank. The rest have been sworn in as ministers of state. 

The ones who didn’t perform well were firmly ousted from the ministers’ position. The five ministers who were dropped from the Union Council of Ministers are - Minister of State for Human Resource Development Ram Shankar Katheria, Minister of State for Water Resources, River Development and Ganga Rejuvenation Sanwar Lal Jat, Minister of State for Tribal Affairs Mansukhbhai D Vasava, Ministers of State for Agriculture M K Kundariya, and Minister of State for Panchayati Raj Nihal Chand.

So national or corporate, HR remains the key focus area for all. 

Article Source: Here

Image Credits: Pixabay.com

Shared by: Beena Sandeep, Iris software solutions llc, Asst.manager HR

EPFO relaxes UAN rule for PF settlement

Retirement fund body EPFO has relaxed the provision that requires furnishing of Universal Account Number (UAN) for settlement of claims like PF withdrawal for all those who left membership before January 1, 2014. The Employees Provident Fund Organisation (EPFO) had made it mandatory to provide UAN on claim application forms in December last year. “The decision to relax this condition of providing UAN for claim settlement was taken after considering difficulties being faced by those members who were not allotted a UAN,” an official said. “UANs were initially allotted to all those members who were subscribers during January to June 2014. This decision was taken to facilitate all those members who ceased to be in employment before January 1, 2014.”

News Source: http://www.thehindu.com/todays-paper/tp-business/epfo-relaxes-uan-rule-for-pf-settlement/article8851604.ece

Shared by, Vishakh OT, Kottakkal Arya Vaidya Sala, Asst. Manager (HRM)

Circular for above relaxation: http://hrconnectnewsletter.blogspot.in/2016/07/epfo-circular-on-uan-relaxation.html

EPFO Circular on UAN Relaxation

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

Five Dysfunctional Directives - We Can Live Without

"Mindful awareness of our programmed social patterns can free us to grow."

All of us “normal” human beings seem to acquire a few key social priorities very early in life. Some of them are positive for our own mental health, and well-being – eufunctional – and some are dysfunctional.

These dysfunctional imperatives, or directives, seem to be standardized across all cultures, subcultures, and generations. They soak in very early and, for most people, they remain the key priorities, or “rules of engagement” for the duration of life.

As we progress – if we progress – emotionally, intellectually, socially, and spiritually, we can learn to weaken their hold on us. People who are very highly evolved might even free themselves of these primal reflexes almost completely.

The “Big Five” Directives

The five “biggies” – the major dysfunctional directives – that we can outgrow and learn to live without are:

1. Look good.
2. Play safe.
3. Don’t be wrong.
4. CYA (we all know what that means).
5. Get one up when you can.

Let’s consider them one at a time.

Dysfunctional Directive #1: Look Good. This directive arises from the basic human need to be approved, accepted, and validated by others. The stronger the directive, the more one feels compelled to restrict or limit his or her behavior so as to avoid the disapproval of others. In some cases, it might present as a preoccupation with physical appearance; imitating the style of dress and manners of one’s chosen peer group; being at the right places with the right people; conforming to peer-group practices; and even subordinating one’s needs and interests to those of others.

Psychologist Abraham Maslow spoke of “resistance to enculturation,” by which he meant the freedom to make our judgments and choices without being enslaved to cultural norms, habits, patterns, and unwritten rules. We all face the challenge, in our personal lives, of balancing individuality, freedom, and self-expression with the necessity of getting along in the various worlds we occupy.

Dysfunctional Directive #2: Play Safe. This directive arises from the basic human need to protect our ego, or self-identity  from feelings of failure. We tend to avoid situations in which we might not “perform” as well as others, and steer clear of activities that might betray our incompetence. We may avoid activities and behaviors we consider outside of our comfort zone, or our zone of competence, such as singing, dancing, drawing, building things, cooking, or any of a number of skillful pursuits.

Idea people, inventors, and innovators often pay a high price for violating the tribal norms of the cultures they inhabit. We all have good ideas and novel approaches from time to time. We need to learn to nurture and develop them until they’re ready for critical scrutiny, and not kill them off immediately because we think somebody might disapprove, disagree, or laugh  at them.

Dysfunctional Directive #3: Don’t Be Wrong. Since our early childhood , and particularly in our school years, getting the “right answer” becomes a marker of achievement, success, and approval. It pervades the entire childhood experience of education  and development. No wonder most of us have hang-ups about making mistakes, being misinformed or uninformed, and trying to be “savvy.”

People afflicted with the need to be right – or the compulsion to avoid being seen as wrong – may have experienced relentless criticism in their early lives, and typically very little praise. For them, the experience of being wrong brings with it a kind of psychic pain, associated with self-disapproval. So, they often go to great lengths not to admit to themselves or others, that their view or interpretation might be flawed or ill-informed. They might resort to near-comical strategies, such as rationalizing; splitting hairs about facts or evidence; obfuscating the subject; changing the basic point of the argument; or escaping from the debate without allowing a conclusion.

The mind-opening discovery that being “right” or “wrong” about a particular question, controversy, or issue has nothing to do with one’s worth as a person can be tremendously liberating. If two people disagree diametrically about a matter that can be settled by evidence, the one whose belief is disconfirmed does not become a bad person for being “wrong.” And the one whose view is supported by the evidence does not become a good person. There is no battle to be won – only a “truth” to be sought. Alignment with the evidence is simply a factual matter, not a personal triumph or failure.

Dysfunctional Directive #4: CYA. In the world of work, the term “CYA” – shorthand for “cover your ass,” (or, alternatively, “cover your assets”) – means don’t get blamed for anything that goes wrong.

Blame, shame , and guilt are part of all cultures, some more than others. A person who is exceptionally fearful of getting blamed – again, possibly as a result of constant criticism or condemnation in early life – tends to react anxiously and defensively when things go wrong. They’re usually quick to disavow blame, or rationalize away their own mistakes, or even point the accusing finger at others. In the extreme, they might even lie to avoid the anticipated psychic pain they attach to being accused.

In organizations, particularly bureaucracies, the CYA directive is typically collective, presenting as a general collusion for mediocrity. Formal procedures, review processes, signature cycles, written justifications, and various disclaimers serve the purpose of syndicating responsibility to the organization in general. One of the crippling syndromes of any bureaucracy is the lack of individual accountability: nobody has to swing for his or her mistakes. To individuals or groups afflicted by the CYA directive, not being wrong is more important than being right.

Dysfunctional Directive #5: Get One Up When You Can. One-upping is one of the most common social dynamics in all cultures. It means taking advantage of a situation in which someone has mistakenly said or done something to make himself look incompetent or ineffective, and “rubbing it in.”

Here’s a scenario: your friend has locked her keys in the car, and had to call a road service to come and open the door. Which of the following two things are you most likely to say?

Option 1: “I’m sorry to hear that. I know how frustrating that can be.”

Option 2: “Didn’t you keep a spare key hidden somewhere on the car, or nearby?”

Option 1 is the compassionate, empathetic reply. Option 2 is the “gotcha.”

“Gotcha” people typically follow an unconscious directive that says: Whenever you can catch someone in an embarrassing situation, and there’s no risk to your own ego, zing them with a put-down of some type. It comes for free, and – presumably – there’s no harm done. Humorist Jules Pfeiffer referred to these episodes as “life’s little murders.”

One-uppers tend to come in two varieties, the cautious ones and the aggressive ones. The cautious ones usually strike only when the situation presents them with a sure thing. They don’t have to create the situation or set it up in any way; it comes for free. You admit you’ve been gaining weight? He or she starts telling you all about how to lose weight.

The aggressive one-upper, on the other hand, actively looks for – or creates –  opportunities to act and feel superior. You just shared your experience with a great Japanese restaurant, and he tells you about the best one in town. You show her your new condo, and she tells you how you’ve got it decorated all wrong.

But for most of us, that occasional little opportunity is often just too inviting to pass up. A quick one-liner, a roll of the eyes, a condescending gaze – we love ‘em. Some little imp inside us specializes in what the Germans call schadenfreude – enjoyment of another’s misfortune.

Can We Live Without the Dysfunctional Directives?

Letting go of any or all of the Big-Five directives requires finding, inside ourselves, a greater sense of self-love and self-confidence ; the courage to embrace being human; a preference for kindness and generosity over competitiveness; and a realization that we can shape the situations we find ourselves in.

The first step in this journey is coming to a mindful awareness of these reflexes and impulses within ourselves. Following from that, we need a continuous, patient, gentle, and self-loving attention to doing things right, as our inner observer helps us know what is right for us.

About The Author:

 Dr. Karl Albrecht is an executive management consultant, coach, futurist, lecturer, and author of more than 20 books on professional achievement, organizational performance, and business strategy. He is listed as one of the Top 100 Thought Leaders in business on the topic of leadership.

  
More about the Author: http://KarlAlbrecht.com

Source & Detailed Reading:https://www.psychologytoday.com/blog/brainsnacks/201606/five-dysfunctional-directives-we-can-live-without

Shared by - Anish Aravind, SS Consulting, Principal Consultant (Co-Founder)

Weekend Thought 103: Smart Lessons From a Hot Tea Bag

Source: Weekend Thoughts, Kerala Ayurveda Limited
Shared by Sreelal MR, +sreelal mr Kerala Ayurveda Limited, Manager HR

Infosys internal platform 'Compass' to help employees change job profiles

Employees at Infosys can look within their own firm instead of looking outside for a job change, with 'Compass' — a new digital platform rolled out by the technology giant — which allows them to mobilise available opportunities on career growth, learning and networks.

With an increased focus on using technology to improve the experience of employees, Infosys is trying to digitise HR processes. In the past couple of years, the company had been at the forefront of a slew of initiatives to help employees be more productive by using available technologies.

"Those who want a change from their current job profile or posting can now log on to Compass, and view a curated list of opportunities based on their skills and interests. Employees can create a humanised profile to showcase their professional achievements. Video CVs, endorsements, blogs and badges can also be shared," said Richard Lobo, SVP and head-HR, Infosys. 

The platform can be used for networking with like-minded people, allowing employees to leverage existing expertise and experiences within the organization. Infoscians can also find learning opportunities — both training and experience-based — and make informed choices based on actual experience feedback, as well as get a view of the trends in skills and domains within the organization.

The use of the platform ensures that employees can develop their careers without having to exit the company, said Lobo.

The platform is a self-service portal which empowers employees to design their own journey within the organization by enabling them with the right information, support structure and access. At its launch, it had an 'on-invite' campaign to create interest and differentiate the platform.

The flash registration resulted in over 6,000 requests from employees in three hours.

News Credits:Here 

Image Credits: commons.wikimedia.org

Shared by:

-->Anish Aravind, SS Consulting, Principal Consultant (Co-Founder)

Major Definitions of Model Shops and Establishments (Regulation of Employment and Conditions of Services) Act, 2016

Major Highlights of Model Shops and Establishments (Regulation of Employment and Conditions of Services) Bill 2016 can be read here

The following are the major definitions brought by the above act.

Major highlights

1.       Shop:-  The definition is  elaborated. As per new definition “warehouse or work house or work place for distribution of or packaging or repackaging or finished goods is carried on”

This will helps  retailers who are using distribution centers ( DC) .  Presently, in some places the authorities are forcing the retailers  take factory license as the activity of cold storage and repacking comes under the definition of Factories Act. 

2.       Overtime

Earlier the maximum allowed overtime was 120 hours per year and now it was proposed to increase 120 hours per quarter ( 3 months).  Wages for the overtime twice.

3.       Working hours

Retained same working hours i.e 48 hours week and 9 hours a day ( including 1 hour off).  But certain high skilled employees are exempted.

4.       Exemption from weekly closure

An Establishment (shop)  can work all the 7 days in a week.  

5.       Casual Leave – 8 days  (varies 7 to 12 days across the States)
6.       Earn Leave  (PL)  - 16 days ( 1 leave for every 20 days)  - maximum accumulation is 45 days.
7.       National and Festival Holiday – 8 days
8.       Crèche -  In every Establishment 30 or more woman workers are employed than a crèche to be provided.  Group Companies can together put a common crèche.   It is borrowed from Factories Act.
9.       Labour Inspector   - designated as Facilitator – hope they will change their attitude.

10.   Records can be maintained in electronic form  - Not devised any universal  forms / records , the existing records shall continue to be maintained.   It was proposed to come up with one or two forms

11.   Inspection -  Web Based inspection – AP and Telangana has already implemented, and it is free from any arbitrariness but shop/establishment shall require to maintain all the records.

A copy of model act can be found  Here

Shared by Binil Balakrishnan, Dinoct Inc, Manager - HR

Clearence for Model Shops and Establishments (Regulation of Employment and Conditions of Services) Bill 2016

The Model Shops and Establishment (Regulation of Employment and Condition of Services) Bill 2016 has been cleared by the Cabinet, which help in generating additional employment as shops and establishments will have freedom to operate for longer hours round the year.

The law covers all premises — barring factories — with work related to printing, banking, insurance; stocks and shares brokerage; theatres and “any other public amusement” which is currently not covered under the Factories Act 1948. All such units that employ 10 or more workers will come under this Act. For the first time, workers’ right will be protected for those working in godowns, warehouses or workplace related to packaging activities. This will bring e-commerce companies under the labour law rulebooks. However, the implementation of the approved Model Shops and Establishments (Regulation of Employment and Conditions of Services) Bill, 2016 will depend on States, as it only acts as an advisory to the State governments, which will have the option to adopt this or make changes to it according to their needs.

The model bill has provision for five paid holidays for festivals besides national holidays. Also, “highly skilled workers” in the information technology sector or bio-technology are proposed to be exempted from daily working hours of nine hours and weekly working hours of 48 hours.  

Protection for women

“Women to be permitted during night shift, if the provision of shelter, rest room, ladies toilet, adequate protection of their dignity and transportation etc exists,” Labour and Employment Ministry said in a statement. 

The law also provides exemption to highly-skilled workers like those in IT and bio-technology from daily working hours (9 hours) and weekly working hours (48 hours).

Here are 5 quick points you should know: 

1. Who Comes Under Its Purview:
All public amusement establishments such as shopping malls, restaurants and local markets, which are not covered under the Factories Act 1948. These establishments must employ at least 10 or more employees to be able to come under the Act. 

2. Act Not Applicable To Who
Government offices such as banks including the Reserve Bank of India, insurance companies and factories that are covered under the Factories Act 1948 will not be covered under the legislation. 

3. Who Will It Benefit
The Act aimed at increasing the ease of doing business could be a game-changer for retailers as competition will increase between online and offline players. The implementation of this Act will also generate high employment opportunities for both men and women. 

4. Women Can Now Work 24/7
Women will now be permitted to render services in 24/7 establishments. Companies will be mandated to facilitate women with safe transportation services and other related facilities such as creches during night schedules. 

5. Can It Be Opposed
The implementation of this Act is expected to be issued as an advisory to states. A consensus with trade unions, who have been calling this Act biased towards multinational companies, will not need to be arrived.

News Credits: Here

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

Job Opening - Talent Acquisition Manager - Baking, Kerala

Job Opportunity with a reputed Bank as "Talent Acquisition Manager" in Kerala.

Job Role:
- Individual contributor
- Competent in handling complete talent acquisition requirements of the Bank.
- Should have mass hiring / Bulk hiring recruitment experience.

Minimum Experience 5 - 6yrs.

Native of Kerala (Must).

Interested Candidates send your resume to Nisha.Joseph@teamlease.com (OR) reach
on 08939059888

Shared by : Binil Balakrishnan, Dinoct Inc, Manager - HR.

Cabinet Decisions on Implementation of the recommendations of 7th Central Pay Commission

More Details: Here
Shared by - Santhikumar K, Indian Oil Corporation Limited, Manager- HR