Madra High Court Judgement on Validity of Bond between Employee and Employer

Shared by : Siju Jose T

Multiple job openings at Giridhar Eye Institute, Kochi

We have multiple job openings at Giridhar!.

Job code : 011  Designation: Administration Executive (Female)

No of vacancy: 1  :      Qualification: Any graduate   :    Experience: 1-2 years

Key responsibility: Coordinating daily administration activities including back office work, data entry etc.

Salary: As per industry norms   :  Other benefits: Accommodation facility provided

Job code :012  Designation: HR Executive (Female)       

No of vacancy: 1

Qualification: MBA-HR or MSW–HR or MHRM.    Experience: 6 months -1 year

Key responsibility: HR generalist experience preferred with practical application in statutory compliance

Salary: As per industry norms   :   Other benefits: Accommodation facility provided

Job code :013  Designation: Guest Relations Executive –Communications (Female)  :   

No of vacancy: 1

Experience: 1-2 years in managing front office/ reception job  :  Key responsibility: Handling patient calls and fixing up appointments, coordinating daily activities in telephone exchange

Salary: As per industry norms   :  Other benefits: Accommodation facility provided

Job code :014  Designation: Asst Cook - Canteen (Male)  :  No of vacancy: 1

Qualification: 10^th pass  :  Experience: Experience of working in hotels, canteens, or any catering units as cook. Experience must

Other benefits: Free Food & accommodation  :  Salary: Best in the industry

Interested candidates can either upload CV’s online through website(www.giridhareye.org) or send CV’s directly tohrd@giridhareye.org mentioning job code.

Best regards,

Philip Koshy

Manager - Human Resources

Giridhar Eye Institute |Kadavanthra, Cochin - 682020

Phone: 0484 - 4170000 (Ext - 354)| Mobile: 7558993745

Website: www.giridhareye.org| Email: philip_hr@giridhareye.org

This is how to be happier, according to brain science

There’s enough advice on happiness floating around out there to make your head spin. Yet, this is understandable, as everyone is different. What makes one person happy might make another miserable.

In the face of so much contradictory, and often subjective, advice, what are you supposed to do if you want to live a happier life? Just forget about all that subjective advice and focus your energy and attention on science-proven facts.

“Happiness is not something ready made. It comes from your own actions.” – Dalai Lama

UCLA neuroscience researcher Alex Korb has spent a great deal of time studying the effects of different happiness strategies on the brain. His findings have a lot to teach us about what actually works when it comes to boosting happiness.

Korb’s research demonstrated that your thoughts—and the emotions you feel in response to those thoughts—have a profound impact on surprising areas of your brain.

Guilt and shame, for example, activate the brain’s reward center, which explains why we have such a strong tendency to heap guilt and shame upon ourselves. Likewise, worrying increases activity in the prefrontal cortex (the rational brain), which is why worrying can make you feel more in control than doing nothing at all.

Gratitude creates happiness. I’m not advocating worry, guilt, and shame as the path to happiness. The illustration shows why we tend to succumb to thoughts that fuel these emotions. The real neural antidepressant is gratitude. Gratitude boosts levels of serotonin and dopamine—the brain’s happy chemicals and the same chemicals targeted by antidepressant medications. The striking thing about gratitude is that it can work even when things aren’t going well for you. That’s because you don’t actually have to feel spontaneous gratitude in order to produce chemical changes in your brain; you just have to force yourself to think about something in your life that you appreciate. This train of thought activates your brain to make you feel happier.

Labeling negative feelings dilutes their power. There is an amazing amount of power in simply labeling your negative emotions. In one study, participants underwent fMRI scans of their brains while they labeled negative emotions. When they named these emotions, the brain’s prefrontal cortex took over and the amygdala (where emotions are generated) calmed down. This effect doesn’t just work with your own emotions; labeling the emotions of other people calms them down too, which is why FBI hostage negotiators frequently rely on this technique.

Making decisions feels good. Similar to naming emotions, making decisions engages the prefrontal cortex, which calms the amygdala and the rest of the limbic system. The key is to make a “good enough” decision. Trying to make the perfect decision causes stress. We’ve always known that, but now there’s scientific research that explains why. Making a “good enough” decision activates the dorsolateral prefrontal areas of the brain, calming emotions down and helping you feel more in control. Trying to make a perfect decision, on the other hand, ramps up ventromedial frontal activity—which basically means your emotions get overly involved in the decision-making process.

It helps you to lend a hand. Taking the time to help your colleagues not only makes them happy but also makes you happy. Helping other people gives you a surge of oxytocin, serotonin, and dopamine, all of which create good feelings. In a Harvard study, employees who helped others were 10 times more likely to be focused at work and 40% more likely to get a promotion. The same study showed that people who consistently provided social support to others were the most likely to be happy during times of high stress. As long as you make certain that you aren’t overcommitting yourself, helping others is sure to have a positive influence on your happiness.

Our brains are wired for touch. Humans are social animals, to the point that our brains react to social exclusion in the same way that they react to physical pain, with activity in the anterior cingulate and insula. Similarly, our brains are hardwired to interpret touch as social acceptance. Touch is one of the primary stimuli for releasing oxytocin, which calms the amygdala and, in turn, calms emotions. There are even studies that show that holding hands with a loved one actually reduces the brain’s response to pain. You might think that’s bad news for people who are socially isolated, but studies show that a massage increases serotonin by as much as 30%. Touch reduces stress hormones, decreases the perception of pain, improves sleep, and reduces fatigue.

Bringing It All Together

Kolb’s research highlights just how amazing the brain is, and he summarized his findings succinctly when he said, “Everything is interconnected. Gratitude improves sleep. Sleep reduces pain. Reduced pain improves your mood. Improved mood reduces anxiety, which improves focus and planning. Focus and planning help with decision-making. Decision-making further reduces anxiety and improves enjoyment. Enjoyment gives you more to be grateful for, which keeps that loop of the upward spiral going. Enjoyment makes it more likely you’ll exercise and be social, which, in turn, makes you happier.”

Do you think these tricks might work for you? Please share your thoughts in the comments section below, as I learn just as much from you as you do from me.

ABOUT THE AUTHOR:

Dr. Travis Bradberry is the award-winning co-author of the #1 bestselling book, Emotional Intelligence 2.0, and the cofounder of TalentSmart, the world's leading provider of emotional intelligence tests and training, serving more than 75% of Fortune 500 companies. His bestselling books have been translated into 25 languages and are available in more than 150 countries. Dr. Bradberry has written for, or been covered by, Newsweek, TIME, BusinessWeek, Fortune, Forbes, Fast Company, Inc., USA Today, The Wall Street Journal, The Washington Post, and The Harvard Business Review.

Link to article: here

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

7 Steps To Planning A Great Presentation

Imagine you have just been asked to give a highly complex presentation to the Board of Directors. One of the biggest mistakes you can make at this point is to start thinking about what you will say. Instead focus on planning.

So how might start the planning? Here is a simple but effective 7 step process.

Step 1: Develop Objectives

Before you do anything get clear on your objectives for the presentation. Possible objectives might be:

o To inform the Board of the current financial position and future forecast

o To secure the funding for a new computer system

o To get buy-in to a new performance management system

o To secure support for an increase in staff numbers

Take the time to get clear on your objectives from the presentation.

Step 2: Assess Your Audience

Whenever you are assessing your audience, try to step into their shoes as the recipient of the presentation. Think about:

o The level of knowledge they have about the topic

o The level of resistance you are likely to encounter

o The perceptions or views they might have about you or your team

o Any insights that you have gained from others about the style or type of presentation they respond well to

Step 3: Brainstorm Ideas

A brainstorm is quite simply a dump of ideas on what you could cover. Remember the first step is to get all possible ideas down. It is not about evaluating at this stage. Keep brainstorming until you run dry on ideas.

Step 4: Identify Common Themes

It is likely that when brainstorming, you will have come up with similar things that you can group into an overall theme. For example, if it is a financial performance presentation you might have included budgeting, forecasting, treasury and working capital that you put under a theme called financial management.

Alternatively if it is a human resources presentation you might have included recruitment, selection, retention and personal development that you capture under a theme called talent management.

Step 5: Produce An Outline Structure

On one piece of paper sketch out the theme on each slide and the two or three messages you want to get across.

Step 6: Prepare The Presentation Materials

The key things to be aware of in preparing your presentation materials are:

o The appropriate number of slides- my rule of thumb is 5-7 maximum for a 10 minute presentation

o How much text to include- in my experience bullet points are best

o Use animation only if it adds something

o How you will deal with numbers- an excel spreadsheet is not appropriate so you need to think of alternatives if it is numbers based presentation

Step 7: Practise Practise Practise

Running through your presentation at least twice is an essential part of your planning. Don’t neglect it as it will serve you well when it comes to the real thing

Finally, remember that most of us are not that enthusiastic about presenting and thorough planning can make all the difference.

Link to article: here

Shared by: Philip Koshy, Giridhar Eye Institute, Manager - Human Resources

The Six Principles of Influence - Robert Ciaklini

A must watch for people dealing with people

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

3 Tips For HR Manager

Raj Raghavan, Amazon India’s HR Head reveals 3 tips that every manager should keep in mind

It goes without saying that the Human Resources department is sacrosanct for any organisation to prosper. The reason being that the kind of people you bring on board make or break a organisation's future. 

This is where the Human Resourcessteps in. It's incredibly important for any organisation to not only hire the best set of people possible for the job but also retain them and ensure they don't leave the organisation unhappy for some other opportunity. 

But, it's not as easy as it sounds. Many a times a lot goes wrong either in the hiring stage itself or late when it comes to retaining an employee. Most often than not, it is due to miscommunication either on the part of HR Managers or unhappy employees. 

But, a good HR Manager not only knows how to handle crisis situations like these, but also strive to find a balance between the needs of the employee and that of the company. 

To give a better idea, Raj Raghavan, Director and Country Human Resources Head, Amazon India , who's been with the company for five years and has a team of HR Managers working under him, has three tips that he believes will help every HR Manager help the employee and the organisation: 

1. A good HR Manager has a point of view: Regardless of which side you are on, the only way you can best put it across is you have a point of view. There is no other way to earn people's respect. 

2. To be a good HR Manager, you should also be credible : Employees need a reason to trust what you say or follow your decisions. If you don't have credibility, you have nothing. ' 

3. No one can be a good HR Manager unless they are curious or keep learning: This comes from personal experience. It doesn't matter how long you've worked for or how much experience you have- the important thing to remember is that you never stop learning. Not in 5 years or 10. So, my advice would be to always be curious, eager to learn and humble. 

Shared by : Sindhu Riju, CGH Earth Group of Hotels, Manager-HR and IR

What’s your managerial style: like Lord Ram or Lord Krishna?

In Hindu mythology there are two great epics. One is called Ramayan and other is called Mahabharata. The centre story of both these books is around victory of good on evil. 

In one story Lord Ram leads his army to defeat Ravana in his land,

While in the second Lord Krishna oversees Pandavas defeat Kauravas in the battle at Kurushektra.

In Ramayan, Lord Ram is the best yodhaa of his side.

He leads his army from the front. Strategizes & directs different people to do things which will meet the objectives. His people are happy to follow orders & want to get all the appreciation for being the best executors. Lord Ram set direction & also tells people what to do during difficult times.

Ultimately they won the war & the final outcome was achieved.

In Mahabharatha, on the other hand Lord Krishna told Arjuna, I won’t fight the battle. I won’t pick up any weapon; I would only be there on ur chariot as a charioteer. And he did what he said. He never picked up the weapon & he never fought.

Still, Pandavas won the war & final outcome was achieved.

So, what was different? It was their managerial style & it was also the type of people who were being lead.

Lord Ram was leading an army of ‘MONKEYS’ who were not skilled fighters & they were looking for direction. While on other hand, 

Lord Krishna was leading Arjuna who was one of the best archer of his time. While Lord Ram’s role was to show it & lead from the front, 

Krishna played the role of a coach whose job was to remove cobwebs from his protégée’s mind. Krishna couldn't teach Arjuna archery but he could definitely help him see things from a very different perspective.

Here are some of the basic differences in two styles:

Lord Ram- A skilled warrior, lead monkeys, was emotional, gave precise roles & instructions, motivated the army to fight for his cause;

Lord Krishna- works with best the professionals, provides strategic clarity, allows team members to take lead, fights for the cause of the team, did not depict his true emotions

Look at ur team/family & reflect what type of leader/parent u are,

1. One who keeps answering/solving problems for people/kids  Or 

2. Who asks relevant questions from their people/kids so that they can find their own solution.

3. Are u someone who tells/directs all the time  Or

4. Someone who clarifies doubts & allows their people/kids to find their own ways.

5. Are u someone who has monkeys in the team & the way u deal with it

Or u have the brightest experts in their area getting stuck with issues?  

Younger generation doesn't want you to tell or show how things are done, they want to know the meaning of their task and how it makes a difference in this world.

They are Arjuna’s who don’t necessarily seek more skill/knowledge but they need someone to clarify the cobwebs in their mind, if u still apply Lord Ram’s style on them, u are bound to fail as a manager

On the other hand if there are people who aren't skilled enough but rely on ur expertise to sail u through Lord Ram’s style is appropriate.

Isn't it good for us to reflect & think what managerial style will bring the best result for u and ur team/family ?

Is it Lord Ram or Lord Krishna?

The Managing Leader or the Coaching Leader!?.

Shared by : Sanjay S, Classic Auto Tubes Limited, Associate Manager HR

What is the difference between Recruitment and Talent Acquisition

Talent Acquisition means a view of not only filling positions, but also utilization of the candidates and their skills that come out of a rigorous recruiting process as a means to fill similar positions in the future also.

These future positions can be identified today by looking at the succession management plan, or by analyzing the history of attrition for certain positions. This makes it easy to predict that specific openings will occur at a pre-determined period in time.

In few cases of Strategic Talent Acquisition, clients will recruit today for positions that do not even exist today but are expected to become available in the future.

Taking the long term strategic approach to talent acquisition has a huge impact on how an approach is made to a candidate.

Recruitment – In this résumés are invited for a vacancy

Selection - Screening of only relevant or best matching candidates.

Hiring process - Time frame from the period of requisition of man power being made till the person actually joining.

Talent Acquisition - Acquiring of “talent” 

Here we focus on talent that the person possess and not just the educational background or the experience / working years one has.

To be simple, it is about attracting, recruiting, inducting and making use of right talent.

Such as if one have a talent for content writing but do not possess any certification or degree in this field. A person who is recruiting might not be interested in my profile. But a talent Acquisition person who is looking for talent might want to try my skills. Recruitment invite the eligible candidates for the existing vacancies available in the organization.

Talent acquisition is an ongoing cycle of process related to attracting, sourcing, recruiting and hiring employees within an organization.

This includes elements of employment branding, outreach, networking and relationship building with potential candidate communities to continually build and enhance the talent pool for an organization.

Talent Acquisition professionals understand that each talent has something of value to offer. They also build relationships with the best of the talent that lead to more successful networking, more referrals, more business and an amazing give and take of expertise, knowledge and information.

Recruiting takes tremendous effort. Talent acquisition takes efficient and productive processes that are easy to use and candidate centric.

The identification, relationship building and selection of people who possess special, creative/technical skills and who can influence, contribute to and/or drive revenue to our business by exerting extraordinary effort, exercising strong relationship management in present or in future could be considered as TA.

Recruitment is a linear process, where employers source candidates for the existing vacancies currently available. This approach is reactive in its nature, thus leads to increased time-to-hire and cost-to-hire. At times organizations compromise even on quality in order to manage cost and time.

As specified above Talent Acquisition is ongoing cycle of process that start by building Employer Brand, communication of Employee Value Proposition and ongoing relationship with targeted Talent segments. This approach leads to the development of talent pools and talent pipelines eventually creating sustainable talent supply chain. This leads to more strategic nature of the approach and significant improvements across all Recruitment KPIs.

The term Talent Acquisition (TA) is often used synonymously with Recruiting. However, these are two very different things. Recruiting is a subset of TA, and includes the activities of sourcing, screening, interviewing, assessing, selecting and hiring. In some organizations this extends to the early stages of onboarding, which then becomes a shared responsibility between HR and the hiring manager, with support from the learning organization.

Talent acquisition includes recruiting, but it is inclusive of other strategic elements as follows.

Talent Acquisition Planning & Strategy – This ensures business alignment, examines workforce plans, requires an understanding of the labor markets, and looks at global considerations.

Workforce Segmentation – It requires an understanding of the different workforce segments and positions within these segments, as well as the skills, competencies, and experiences necessary for success.

Employment Branding – This includes activities that help to uncover, articulate and define a company’s image, organizational culture, key differentiators, reputation, and products and services. Employment branding can help advance the market position of organizations, attract quality candidates and depict what it is truly like to work for that organization.

Candidate Relationship Management – This includes building a positive candidate experience, managing candidate communities, and maintaining relationships for those candidates who are not selected at present against a particular skill set, but have few more skills.

Metrics & Analytics – It is the continuous tracking and use of key metrics to drive continuous improvement and to make better recruitment decisions, to ultimately improve the quality of hire.

Within each of these core elements of TA there are many other sub-activities and best practices. And, of course, the selection of tools, technology and outsourcing partners is a key element of a company’s talent acquisition strategy.

In other words, a leadership program is to leadership development what recruiting is to talent acquisition. Alone, neither will drive their highest value to the business.

Note: A suggestion for the readers who are not HRs. Kindly understand the efforts made by recruiters, technical panel(s) and senior executive(s) in order to close the position. Don’t make fake commitments, backouts, not picking the calls, switching off the cell phones and other lame excuses. If being a candidate you have genuine problem, share it with the recruiters by dropping a professional mail or by texting, giving a call. 

Written by: Hemant Kumaarr, Assistant Manager HR at ESQ Business Services.

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

Job Opening - Finance Lead - Reliance Jio - Trivandrum

Reliance Jio having opening  for Finance lead at Trivandrum.Req exp -min 4yrs in Finance operations Interested candidates can share resume to jossy.Joseph@ril.com

Job Opening - HR Operations - E&Y Trivandrum

Role: HR  operations
Company : E&Y
Location: Trivandrum office.
Experience: 3-5 in people soft and HR operations.

Send the profiles to: Jeswin.Jose@xe04.ey.com

Walk In Interview - Technical Support - Technopark

Walk In Interview - Retail Sales - Kochi - 4th&5th Aug 2016

Walkin Interview at Kochi 

Position 1. Retail Sales Executive -  Kochi

2. Technical Support Executive -  Kozhikode/Thrissur

3.Assistant Retail Store Manager -  Kozhikode. 

Date : 4th & 5th Aug'16

Time :10.30am to 3.00pm

Venue: 

iCare, 

Marottichodu Road, 

Edapally, Kochi -  682024.

Candidate should have excellent communication in English. 

Freshers are welcome.

Job Opening - Assistant Manager - Talent Acquisition - Trivandrum

Experience required for the Job: 5 - 8 years

Annual Salary of the Job: 6.0 - 8.0 Lacs - Best In Industry

Job Location: Trivandrum

Position: Assistant Manager - Talent Acquisition

Email:himani.hrsynergyplacements@gmail.com

LABOUR LAW JUDGEMENTS AUGUST 2016 AT A GLANCE

# Company Directors can’t be personally liable for default of ESI contributions. *Ker. HC 820*

# Labour laws not applicable upon Apartments Owner’s Society. *Karn. HC 864*

# Embezzler deserves sacking, not mercy. *All HC 794* 

# Enquiry should be conducted in the language understood by delinquent employee. *Ori. HC 829* 

# Acquittal in criminal trial has no bearing on disciplinary proceedings. *Jhar. HC 816*

# Report of Internal Committee will be deemed as enquiry report for disciplinary action under Sexual Harassment Act. *Del HC 785* 

# Dismissal justified for habitual absence by an employee. *Raj. HC 844* 

# An employee causing financial irregularities deserves dismissal. *Jhar. HC 816* 

# Reinstated workman to get full-wages when gainful employment is not proved. *Karn. HC 869* 

# Compensation is appropriate when establishment is closed. *Supreme Court 785* 

# An enquiry will be fair if held by complying principles of natural justice. *All HC 794, Cal. HC 797* 

# While modifying punishment, Court must give supporting reasons. *Cal. HC 811* 

# Reinstatement justified when punishment of dismissal is disproportionate. *Cal. HC 811*

# An employee appointed as clerk can’t be treated as supervisor. *Raj. HC 848* 

# Apartment Owner’s Association is not covered under Contract Labour (R&A) Act. *Karn. HC 864* 

# Dismissal justified when employee remained absent for three years. *Cal. HC 797*

# Widow of deceased entitled to accident compensation even after re-marriage. *HP HC 805* 

# Labour court is vested with powers to interfere with the punishment after holding of enquiry. *Bom. HC 883* 

# Sympathy towards an employee absenting for three years is misplaced. *Cal. HC 797* 

# No sympathy towards an employee guilty of breach of trust. *All HC 794*

# Adherence of “last come, first go” principle imperative for retrenchment. *Raj. HC 848* 

# Proceedings before the Tribunal Would continue till Award becomes enforceable. *HP HC 802*

# Workman must plead and prove unemployment to claim back-wages. *Bom. HC 883*

# Notice of Accident is to be issued to compensation commissioner. *HP HC 805* 

# Section 25F of ID Act violated when there is shortfall of legal dues. *Raj. HC 848* 

# Principle employer is liable for ESI contributions of contractor’s employees. *Ker. HC 820*

Job Opening - QA Manager - Gloves Division

Looking for 5 yrs experienced QA Manager in medical device or pharmaceuticals industry with exposure in CE/ISO 3485/USFDA for our gloves division

Location : Kanjirappally, Kottayam

Salary : best in industry

Contact 9447058270

Eid agmhr@stmarysrubbers.com

Contract Labour May Get Legal Backing Soon

EPF CONTRIBUTIONS ON TOTAL WAGES

The PF Department officials are now repeatedly relying upon the judgment of Karnataka reported in 2004, LLR page 540 in the case of Group IV Securities Guarding Ltd., Vs. RPF Commissioner where the High court of Karnataka held that the authority under section 7-A of the Act into the question of as to whether the wages being paid to the employees have been split under various heads with an ulterior motive to avoid EPF contributions.

Aggrieved by the same an appeal was filed before the Supreme Court and the Hon’ble Supreme court have directed the PF Commissioner to dispose off the matter without being influenced by the observations in the said case and further stated that the observations made by the Karnataka High Court should not be taken as conclusive but it is only a tentative.

With the said direction, the matter was remanded back to the PF authorities for fresh disposal. 

Therefore, the judgment of Group-4 Securities is no longer a valid judgment and no final order is passed by the PF authorities in Karnataka till this date.

The E.P.F Appellate Tribunal, New Delhi have already passed orders in the following cases confirming that contributions are required to be paid only Basic and D.A and not on any other allowances .

a). St. Anne’s School Vs APFC , Patna, it was held that the EPF contributions are not required to be paid on house rent allowance, medical allowance, conveyance allowance etc.

b). M/s . Old Anchor Vs APFC, Goa, it was held that EPF contributions are not required to be paid on food allowance and special allowances.

c). V.M. Salgaocar & Bros. Pvt. Ltd. Vs APFC, Panaji, it was held that EPF contributions are not required to be paid on supplementary allowance.

d). M/s. Hotel Lalitha Vs APFC, Patna it was held that EPF contributions are not required to be paid on staff food.