IIM ROHTAK H U M A N E - R CLUB P re s e n ts
H R BULLETIN VOLUME 55
humane.r@iimrohtak.ac.in
HUMANE-R|VOLUME50
HR BULLETIN
The urgency of rebuilding worker-employer relationships: Deloitte Global Report Deloitte’s 2021 Global Human Capital Trends Special Report, “The Worker-Employer Relationship Disrupted: If We’re Not Family, What Are We?,” examines four potential futures based on the evolving worker-employer relationship. In light of the challenges and fundamental changes brought on by the pandemic in the world of work, Executives recognise the profound impact it has on how organizations recruit, support and interact with workers in the future. There is a need for a clear and sustainable workforce strategy in order to accommodate and thrive in the uncertain future. Deloitte’s 2021 Global Human Capital Trends Special Report, “The Worker-Employer Relationship Disrupted: If We’re Not Family, What Are We?,” examines four potential futures based on the evolving worker-employer relationship, and how leaders are addressing those challenges while simultaneously grappling with a global public health crisis, economic uncertainty, and a wide spectrum of social movements
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Each scenario is based upon two factors which will have a significant impact on the evolution of the workeremployer relationship: the supply of talent and the degree of government action. “In today’s tumultuous and transitory environment, it is challenging for leaders to look beyond the in-the-weeds daily challenges. While defining hybrid work models is an important first step, creating a worker-employer relationship that empowers an organization to thrive depends first and foremost on a clear, compelling and differentiated strategy that is sustainable in any possible future,” said Erica Volini, principal and global human capital leader, Deloitte Consulting LLP. While 86% of surveyed executives believe that workers will gain greater independence and influence relative to employers in the future, 63% of workers think their relationship with their employers will either become stronger or stay the same. As workers are reconsidering everything from who they want to work for to the role they expect employers to play in society’s most pressing issues, organizations are contemplating how this intersects with their purpose and how to balance shareholder and stakeholder needs. The four possibilities outlined by Deloitte’s report are as follows: Work as fashion: As organisations develop new policies by focusing on the most fashionable topics at the moment, they are responding to worker feedback, competitor actions and marketplace trends in real-time through surveys and other listening tools. While organizations are able to gauge worker feedback in the moment, it can also relegate corporate purpose to the role of decorative accessory. Short-term satisfaction in the worker-employer relationship along with the underrepresentation of less-dominant voices is a likely possibility. War between talent: In the uncertain future where the talent supply outpaces the availability of jobs, employer-worker relationships may have power imbalances, with increasing value attached to efficient work over developing and investing in the workforce. This could fuel trends such as globalization, offshoring, automation of work and the use of the alternative workforce. In an attempt to save on short-term workforce costs, organisations may lose out on potential productivity and innovation gains. Work is work: Work becomes the dominant factor in this highly professional employer-worker relationship. However, we find access to benefits such as financial stability and paid time off playing a crucial role as workers pursue fulfillment outside of work. Leaders who are focused on thriving in this scenario must then shift to outcome-based performance management, prioritizing well-being, diversity, and re-skilling. Purpose unleashed: Several organisations have embraced the role of the social enterprise, recognizing its potential impact on their corporate reputation. They have placed purpose at the heart of business decision-making and have focused on uniting their workers around a common goal. In this communal worker-employer future, the two parties operate as co-creators of the organizational purpose and rely on each other for organizational and personal fulfillment. But in order to avoid purpose being viewed as performative, organizations should regularly pull in external perspectives that represent impacted stakeholders, and take in feedback from workers. Given these four possible scenarios for the worker-employer relationship and the potential risks associated with each of them, several important considerations need to be kept in mind. Employers must invest in building workforce capability to ensure that their people are able to adapt, re-skill and assume new roles when navigating future disruptions. They should also re-design work to focus on human capabilities, encourage a sense of belonging among employees and ensure that purpose is embedded in every part of the organisation. Employers need to align on a set of unwavering values and develop sustainable workforce strategies that will benefit everyone….
Read more at: https://www.peoplematters.in/news/employee-relations/the-urgency-ofrebuilding-worker-employer-relationships-deloitte-global-report-30140
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The silver lining of WFH for people with special needs While we often talk about gender diversity or cultural diversity, an important aspect of D&I that we leave out is including people with special needs. The transformations over the past year have retrospectively helped this section of society to work with greater ease, and it seems just the beginning of a fundamental shift.
The Covid-19 pandemic was a severe blow to businesses all around the world but if the ripple effects had a silver lining then it would be with regard to Diversity and Inclusion in the organisation. From transitioning to remote working to adopting a human centric work approach, the corporate world stepped up to the challenges posed by the Pandemic, many of which presented themselves as long term opportunities. While we often talk about gender diversity or cultural diversity, an important aspect of D&I that we leave out is including people with special needs. The transformations over the past year have retrospectively helped this section of society to work with greater ease, and it seems just the beginning of a fundamental shift. Remote Working and Flexibility Remote working has been the most crucial change for differently abled people. Work from anywhere has allowed people with mobility impairments to join/rejoin the workforce without having to put themselves at risk or worrying about travel accommodations For people with mental health or cognitive issues, the increased flexibility has provided options to take frequent breaks or work from the comfort of the familiar setting of their home. Constant Upskilling and Reskilling As we move towards a more skill based working, constant upskilling and reskilling have for…….
Read more at: https://www.peoplematters.in/article/diversity/the-silverlining-of-wfh-for-people-with-special-needs-30147
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Cathay Pacific Airways appoints Abhijit Abhyankar as Regional Head of People Abhijit Abhyankar will be heading the people team and will be responsible for HR strategy for South Asia, Middle East and Africa. Hong Kong based airline, Cathay Pacific Airways has appointed Abhijit Abhyankar as the airline’s new Regional Head of People at Cathay Pacific Airlines. While he will be stationed at Mumbai, he will manage South Asia, Middle East and Africa (SAMEA). His key focus areas would be developing Human Resource strategy and taking care of its execution, along with internal stakeholder management and collaboration, talent management and succession planning, employee engagement, people cost budgeting. All the people efforts would be taken to ensure business continuity and growth, while all taking care of employee development. Abhijit has over 21 years of experience in the hospitality and aviation sector. He has been part of the Hong Kong based Airlines since November 2009. After his earlier roles as Corporate Sales Manager and Area Sales Manager, Northern India, he was appointed Regional Marketing Communications Manager for South Asia in October 2014. Thereafter, in October 2018, he went on to head Marketing and Direct Channel Sales designated as Regional Head of Marketing and Digital Sales for the South Asia, Middle East and Africa (SAMEA) based in Mumbai, India. He was leading the marketing strategy, direct channel sales, customer contact support. In June 2020, he was appointed as the Country Manager for Africa and Indian Ocean and was responsible for the growth of the airline’s business and operations in the region. Abhijit has already been working with Cathay Pacific Airlines and hence understands the business and its expectations. He also has acquired in these many years insights about the diverse markets, the airline operates in. As he takes on a bigger role Abhijit said, “It has been a real honour for me to be appointed to this position”, says Abhijit Abhyankar.
Read more at: https://www.peoplematters.in/news/leadership/cathay-pacificairways-appoints-abhijit-abhyankar-as-regional-head-of-people-29798
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Housr co-living appoints Parag Gupta as Chief Financial Officer Newly appointed CFO Parag Gupta brings 18 years of experience as a strategic finance leader to Housr.l
'Housr, a co-living brand in India, announced the appointment of Parag Gupta as Chief Financial Officer. On taking up this new role, Parag says, “Seeing the rise in demand for co-living among working professionals, I realised the enormous potential and plans that Housr has in store across the country and I am truly excited to take on this new challenge as part of my career trajectory.” He brings with him 18 years of extensive experience in setting up and scaling businesses with an eye for profitability and value creation for all stakeholders. Prior to taking up this role, Parag has led the finance and associated functions of A&T India, Paypal India, Nimbuzz and Shyam Spectra as a CFO and a strategic finance leader. "We are extremely delighted to have Parag in the Housr team. His deep experience in the finance function and his background in many large global corporations will be a strong addition to our leadership team. I am certain that Parag will make a significant contribution to the continued success of the company as we execute our strategic growth agenda and take Housr to the next level,” said Deepak Anand, Co-Founder and CEO, Housr. Housr, a full stack co-living platform, was founded in 2018 by real estate veterans, Deepak Anand and Kalpesh Mehta, to offer easy and hassle-free living for millennials. It leases full residential towers, studio apartments, serviced apartments from developers on a long-term lease. Housr plugs the product gap by catering to the demand for affordable and safe accommodation for working professionals in key corporate….
Read more at: https://www.peoplematters.in/news/leadership/housr-co-livingappoints-parag-gupta-as-chief-financial-officer-30142
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How to recover from burnout? Burnout can arise in any personal, professional, social or spiritual aspect of your life. Being overwhelmed in a single aspect will have implications on other aspects too. If you find yourself incessantly trapped with the feeling of helplessness, stress or exhaustion, you may be on the way to a complete burnout. This article will help you know how you can regain control over your life, feel stress free and relaxed in all situations. What is a burnout? A state of burnout occurs due to prolonged stress. This stress could be a result of excessive work-load, strained relationships, overwhelming demands, in-ability to say no or unreasonably high expectations from self. Ignoring these early signs can severely impact your happiness. If the stress continues for a period that is beyond the capacity of your mind and body, the burnout will sap all the energy, leaving you drained. Why is it important to reduce burnout? Burnout can arise in any personal, professional, social or spiritual aspect of your life. Being overwhelmed in a single aspect will have implications on other aspects too. Some of the common impacts of burnout are: • Feeling of hopelessness, unhappy state of mind, resentment or cynicism • Negative impact on your performance, productivity and efficiency • Negative thoughts clouding your mind prohibiting you to move forward • Low self-esteem, self-doubt • Procrastination and lethargy Apart from these implications, burnouts can also result in long-term consequences to your physical health, making you more susceptible to illnesses.
Read more at: https://www.peoplematters.in/article/employee-relations/how-torecover-from-burnout-30133
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