IIM ROHTAK H U M A N E - R CLUB P re s e n ts
H R BULLETIN VOLUME 71
humane.r@iimrohtak.ac.in
H U M A N E - R | V O L U M E 71
HR BULLETIN
Why do we need a Mental Health Policy at the workplace? The COVID-19 pandemic has intensified the already dwindling scenario of workplace mental health challenges, forcing employers to take a sharp look towards a holistic and methodical approach to workplace mental health. The discussion and debates around the need for conversations, resources, and policies around Mental Health are stronger than ever. The pandemic has done its bit to help people focus on the urgent need to talk about the much stigmatized topic and also help break the stigma to a certain extent for people to actually go ahead and get the necessary treatment for their specific mental health issues. It is highly likely that there is one person in your team who is living with a mental illness right now, perhaps without being aware of it themselves.
2
H U M A N E - R | V O L U M E 71
While it is important to understand that one’s struggle with their mental health is a personal one, the impact of mental illnesses transcends beyond personal and dives deep into the professional arena (Illness + Absenteeism + Presenteeism) too leading organizations to bear huge costs for the same. According to the WHO the lack of treatment of depression and anxiety disorders alone would amount to a total loss of 12 billion workdays by 2030. A study reported in the Economic Times (2018) states that 42.5% of the employees in corporate India (private sector) experience mental health issues such as depression or some form of anxiety disorder. Moreover, the pandemic has exacerbated this given that household responsibilities are shouldered by women and have increased two-fold ever since. This reinforces the emphasis on formulating mental health policies in the workplace and the health of your organization is determined by the health of your employees. Few ways by which you can make your organization more employee-friendly and normalize conversations around mental health are: Collecting and analyzing data from within your organization Conduct monthly or annual studies on the employees to understand their mental health status. It can be as simple as filling out anonymous surveys which will provide insight on how healthy the work culture is and how healthy your employees are feeling. Doing this will show them you care as an organization that prioritizes its employees. Anonymous surveys may provide a safe space for the employees to speak up about issues they are otherwise uncomfortable or hesitant to bring up. In addition, regular surveys will allow an appraisal of your policies and strategies. Create an accessible database of resources that your employees can turn to for seeking help with the help of professionals such as mental health advocates, psychologists, psychiatrists, organizations working in this field, and advocates. These professionals help in structuring the narrative around mental health with sensitivity and any inputs from them can be beneficial. Sensitize your employees As a follow-up to the previous point, it is necessary too because mental health is not an individual challenge rather a collective priority and collective effort (Greenwood & Anas, 2021). This can be done through sensitization training again with the help of professionals trained to conduct these programs. Work on your work culture Mental health problems are very much influenced by the social environment individuals are surrounded by, i.e., their identity, especially if they belong to marginalized groups and identities. Hence, promoting diversity and inclusion in your workspace is of key importance because policies and resources around mental health are mitigatory, improving the work culture will keep symptoms and problems at bay. A healthy work culture for individuals irrespective of their identities should be the primary goal. Tangible changes through policies such as introducing mental health leaves or 4-day weekdays are necessary, but working on developing a sensitive and healthy work culture goes a long way (Greenwood & Anas, 2021). Showing compassion and empathy Trust your employees instead of doubting them. Treating your employees with consideration and compassion itself may ease some of their trouble. Moreover, often, your employees may be facing difficulties outside their workspace which you need to be considerate about in this era of work-life balance rather than chasing productivity at the cost of their mental health. Respect Differences between your employees. Mental health struggles are not experienced in the same way or for the same reasons. People are different so are their experiences. And this also means that they require different approaches to care for their mental health. Serve as role models One of the key characteristics of a leader-employee relationship is that the employee learns from their leaders, looks up to them, and mirrors their behavior. Moreover, if you are advocating for something, you must also practice it. This emphasizes the importance of your effort in sensitizing and educating yourself such that, you can influence your employees in normalizing mental health in the workplace. If you are a receptive leader, you may be able to influence your employees into being receptive leaders too…
Read more at: https://www.peoplematters.in/article/benefits-andrewards/rewards-vs-culture-whats-the-preference-of-indian-millennials-genz31523
3
H U M A N E - R | V O L U M E 71
What does a CEO appointed in 2021 look like? A new report by Heidrick & Struggles shows that after grinding to a halt in 2020, CEO hiring resumed at speed in the first half of this year - and companies have been casting a wider net than they used to.
A little younger. A little more likely to be a woman. Very likely to have been promoted internally, and to have been a head of division. Quite likely to be from a different country than where the company's headquarters is located. Also quite likely to have experience outside the company's sector. That's what new statistics from Heidrick & Struggles indicate: that after last year's halt on succession planning, companies are coming back with a desire for more diversity among their CEOs. The H&S Route to the Top 2021 report, released earlier this week, puts it this way: "The CEO role itself is expanding far beyond its historical day-to-day running of the business. CEOs today need to champion (both internally and externally) issues such as sustainability, social justice, DE&I, and cybersecurity, along with other issues specific to their business or geography." And so companies have been seeking out fresh perspectives, while developing internal succession pipelines. That manifested in a rebound, according to the H&S report. Across 14 countries that the report has tracked since 2018, the number of CEOs appointed the top publicly-listed companies more than doubled in the first half of 2021, compared to the second half of 2020. Most of the growth came from Australia, the US, Germany, and France…
Read more at: https://www.peoplematters.in/news/c-suite/what-does-a-ceoappointed-in-2021-look-like-31675
4
H U M A N E - R | V O L U M E 71
Learning happens when there’s an ‘aha’ in learners’ minds: AVP - HR, Jindal Stainless, Dr. Rajeev Ranjan An efficient way of fast tracking learning is making the modules digitally savvy, shares Jindal Stainless’ AVP HR Dr. Rajeev Ranjan, in an interaction with People Matters.
The world is changing. Every minute, the new world of work reminds employees that learning is the new earning and for that, it’s important to find the right kind of solutions to learn. In that regard, it’s important to understand what kind of skills are needed to develop and from where the right of resources can be leveraged. In an interaction with People Matters, Jindal Stainless’ AVP HR Dr. Rajeev Ranjan shares some light on how to set up a learning culture in the organisation, delivering skill-development policies, keeping up with technological & learning advancements and more. Skill-building amid the continuing uncertainty comes with a lot of blockades. What are some of the challenges that you foresee in today’s environment? An organisation’s vigour for its people’s skill development is directly proportional to the level of commitment people hold for that organisation. An employee-centric set of policies that empower them to hone their skill set cements a culture that invites fearless idea-sharing and communication. Talking of uncertainties, a skilled workforce is exactly what an organisation can rely on to deliver results while swimming against the flow.
Read more at: https://www.peoplematters.in/article/trainingdevelopment/learning-happens-when-theres-an-aha-in-learners-minds-avp-hrjindal-stainless-dr-rajeev-ranjan-31504
5
H U M A N E - R | V O L U M E 71
6
Weekly Movements| Hiring Recap Here are some noteworthy appointments and recruitments announced this week.
GoodWorker hires Diwesh Sahai as CTO Phygital platform for the blue-collar employees, GoodWorker has appointed Diwesh Sahai as the company’s Chief Technology Officer (CTO). Sahai comes with an experience spanning over two decades as a senior leader in software development for consumer, enterprise, and service provider markets in both startups as well as large organizations. Prior to joining GoodWorker, Sahai worked with MyGate, Jio, Expedia Inc., MakeMyTrip.com and Amazon. With a B. Tech in Aerospace Engineering from IIT Kanpur, he has specialized in E-Commerce, Digital (e-Books, Video), FinTech (Payments Bank), Application Development (TV, Streaming Device, and Mobile), Payments and Network Management. Avigna Group appoints Iliyas Penbelli as Chief Operating Officer Avigna Group has roped in Iliyas Penbelli as the new Chief Operating Officer (COO). With over 15 years of experience in Capital Markets across various verticals, Iliyas comes with immense exposure in segments like Fund Structuring, Execution, Implementation and setting up across various jurisdictions right from India, Singapore to Luxembourg and Mauritius, to name some of the geographies. Iliyas has undertaken many projects with meticulous business planning in line with a global perspective towards development in his performance-driven career. Prior to joining Avigna, Iliyas was heading the role of Director of Sales in Amicorp Group overlooking the Corporate Secretarial & Fund Administrative services, Estate & Succession Planning and Alternate Investment Funds (AIFs) structuring and Operations across 40+ offices.
Read more at: https://www.peoplematters.in/news/c-suite/weekly-movementshiring-recap-31669
6
H U M A N E - R | V O L U M E 71
One Country: 36 broken systems It's time for the government to think differently and work with private organizations for the next two years to set up talent development centers like Modeling career centers and build more robust governance. India is a federal union of 36 entities comprising 28 states and 8 union territories. In 2014, Make in India was an initiative by the Government of India to make and encourage companies to develop, manufacture and assemble products made in India. The policy approach was to create a favorable environment for investments, efficient infrastructure, and ease to operate. One of the biggest challenges for industries is the unfavorable labour laws, and that's why the government has introduced the new wage code 2020. The purpose was uniformity and simplification. The 36 entities of our country try to drive their agenda for their political interest rather than the larger interest of the country or state residents. A recent example is that the Haryana government has ordered that the law under the Haryana State Employment of Local Candidates Bill states 75% reservation for locals in private sector jobs, societies, trusts, limited liability partnership firms into force from January 15, 2022. The salient points of the law are: •The law provides for 75% reservation in private sector jobs to those with a Haryana resident/domicile certificate. •Jobs with a gross monthly salary of not more than ₹30,000 will be up for hiring local candidates. •The law will be applicable for 10 years…
Read more at: https://www.peoplematters.in/article/strategic-hr/one-country-36broken-systems-31672
7