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H R BULLETIN VOLUME 99
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H U M A N E - R | V O L U M E 99
HR BULLETIN
Are leaders responsible for employee mental wellbeing? Two out of five leaders believe that they are significantly responsible for employees' mental wellbeing, reveals a new report on the state of employee mental wellness by Gi Group Holding, India. Three in four employees (77%) hold their leaders responsible –greatly to nearly entirely –for ensuring employee mental wellbeing, reveals a new report by human capital solutions and services provider Gi Group Holding, India. In contrast, more than two out of five leaders (43%) concur with the employees’ opinion and believe that they are significantly responsible for employees' mental wellbeing, says the report titled All in the Mind: The Leadership Factor 2022. The report mentions that 93% employees consider workplace safety as a crucial parameter for their mental wellness. Further to this, nearly 73% of employees consider workplace stress to be reduced for a significant growth of their mental health. While in the majority of segments, views of employees and leaders, based on percentage, vary drastically, both rank personality, behaviour and emotional maturity as leadership aspects that impact employee mental health the most.
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H U M A N E - R | V O L U M E 99
Additionally, female leaders are rated higher than male leaders on the traits of being approachable (51% versus 21%) and supportive (46% versus 27%). It further highlights that nearly two in three leaders surveyed (64%) believe that leaders must be role models for mental wellbeing, while a significantly lower proportion of employees (36%) believe so. The report indicated that leaders could achieve incredible highs if they are provided with appropriate organisational support to cater to employee mental health. While about one in four leaders receive organisational support in the form of training (28%), budgets (22% ) and the freedom to make relevant decisions (23% ), barely 13% receive adequate policy support. Probing the traits of leaders, the survey finds that participating employees barely distinguished between male and female leads on a range of personality traits, while gender stereotyping them, to varying degrees, in the case of a few other traits. Data shows that both male and female leaders appear to be rated nearly equally by employees on the traits of being Anxious—73%, Empathetic—76%, Decisive—75%, Confident—75%, and Honest and Righteous—74%. However, other traits like aggressiveness, authoritativeness and approachability varied drastically for male and female leaders. Employees seem to rate male leaders higher than female leaders on the traits of being aggressive—53% versus 29% and authoritative—42% versus 38%. “After two years of pandemic-induced isolation, the issue of mental health has taken centre stage. All in the Mind: The Leadership Factor 2022 shines a spotlight on the fact that today’s employees want a more stable, responsible and trained leaders who addresses the issue of workplace stress and job insecurity—two primary reasons that result in burnout. In addition to this, the report also underlines the fact that organisations need to take the policy initiative to recognise and formalise mental health care. Most leaders are hamstrung without the presence of proper policy support,” said Sonal Arora, country manager, Gi Group Holding, India. “Employee mental health is being accorded prominence by a great majority of leaders, and issues such as psychological safety, workplace factors, leadership traits and leaders’ own mental health form a common ground of agreement between leaders and employees. There needs to be, however, a greater acknowledgment of leaders’ responsibility of employee mental health, and psychological safety is a great place to begin this conversation,” Arora added. The findings are based on a survey distributed to working professionals from various levels, including general employees and middle and senior management. In total, 1008 employees and 504 reporting heads/managers participated in the survey.
Read more at: https://www.peoplematters.in/news/well-being/are-leadersresponsible-for-employee-mental-wellbeing-34158
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H U M A N E - R | V O L U M E 99
Vacancies have grown by 73% for both blue and grey collar roles : Report In terms of the experience quotient, the study saw a blended demand for freshers (43%) and experienced talent with 1-5 years of experience (45%). With the economy expanding from pre-Covid levels, the outlook for job recovery across sectors is becoming robust day by day. Amid the waning of the pandemic, a recent uptick in hiring demand has been observed in the blue and grey collar segments. According to the latest findings by Qjobs, a leading blue and grey collar jobs platform, an impressive 73% increase in job vacancies has been witnessed in the fourth quarter as compared to the previous quarter of FY22. The survey found that Delhi (15%) and Bengaluru(14%) together have the largest share of jobs as registered on the platform. In this respect, following Delhi and Bengaluru Mumbai (13%), Hyderabad (8%), and Pune (7%) followed by Delhi and Bengaluru are the top five cities in India for blue and grey collar jobs. In terms of the experience quotient, the study saw a blended demand for freshers (43%) and experienced talent with 1-5 years of experience (45%). When it comes to gender representation, male job seekers (81%) form an overwhelming majority, whereas female job seekers make up 19% of all seekers on the platform. On the education front, 57% of all job seekers are graduates and above. This indicates a better quality of blue and grey collar talent in India which would help leading companies expand their footprints across the country. Commenting on the findings, Sekhar Garisa, President – Emerging Businesses & Chief Strategy Officer, Quess Corp, said, “Since the launch of Qjobs, we have witnessed remarkable growth in both the number of job seekers as well as job openings…
Read more at: https://www.peoplematters.in/news/recruitment/vacancies-havegrown-by-73-for-both-blue-and-grey-collar-roles-report-34199
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H U M A N E - R | V O L U M E 99
Invest in the right partnerships to hire futureready professionals: Sunstone’s Piyush Nangru and Ashish Munjal In conversation with People Matters, industry leaders of Sunstone Piyush Nangru, COO & CoFounder and Ashish Munjal, CEO & Co-Founder share incredible insights on how businesses can recruit in-demand talent by investing in industry-academia partnerships. Learning is known to be the greatest investment against unforeseen challenges and business disruptions. Hence, organisations need a talent pool of highly qualified professionals backed by solid learning interventions in industryrelevant hard and soft skills to gain a competitive advantage. In an exclusive interaction with the founders of Sunstone, a first of its kind higher education service provider with a solid presence and network across the country, People Matters gained incredible insights on what it takes to hire a future-ready workforce. Piyush Nangru, COO & Co-Founder and Ashish Munjal, CEO & Co-founder, shared with us at length about the business value of investing in recruitment partnerships and how it empowers organisations to onboard talent with the skill-sets most in demand Here are some exclusive excerpts. With talent leaders increasingly recognising the importance of finding the right talent partner, how can industryacademia collaboration help build a future-ready workforce? Piyush: Learning in the digital world has to evolve rapidly to keep pace with digital disruption. Businesses today are building a holistic ecosystem to deliver end-to-end solutions for their customers through partnerships with technology service providers. This inevitably impacts the skilling domain, and organisations have to collaborate with MOOCs, training providers, academia, other enterprises, and the government to build a future-ready workforce that is digitally equipped to take on the new business landscape. In line with this, The New Education Policy (NEP) also encourages digital modes of learning to enable more accessible and inclusive industry relevant skilling programs…
Read more at: https://www.peoplematters.in/article/campus-recruitment/invest-in-the-rightpartnerships-to-hire-future-ready-professionals-sunstones-piyush-nangru-and-ashish-munjal34167?media_type=article&subcat=recruitment&title=invest-in-the-right-partnerships-to-hire-futureready-professionals-sunstones-piyush-nangru-and-ashish-munjal&id=34167
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H U M A N E - R | V O L U M E 99
Did You Know? About 40% of your lifetime earnings is accounted for by the skills you learn on the job Work experience accounts for more than half of the average person’s lifetime earnings but often far more for people with a lesser level of education, reveals a new McKinsey report. Much time and effort has been devoted to examining the importance of education to development of human capital, and a new McKinsey report now offers a unique economic view on what happens to human capital after people enter the workforce. On average, human capital accounts for two-thirds of an individual’s wealth, with almost 60% of that value linked to on-the-job experience, says the report entitled Human Capital at Work: The Value of Experience, indicating ‘Great Experience’ as an antidote to the ‘Great Resignation’. The report from the McKinsey Global Institute (MGI) and McKinsey’s People & Organisation Performance Practice has, for the first time, quantified the economic value of work experience or on-the-job learning in the lifetime earnings of individuals, and how they accumulate new skills at the workplace to build their human capital. The report analysed a data set of 1 million (completely de-identified) professional work histories in India, in addition to those in three other countries (the US, the UK, and Germany) to understand how work experience adds value over time – a less studied stage of the process: the learning, acquisition and deployment of skills that continues over a working life. For example, it found that people who started off with low pay but became upwardly mobile and earned more over their lifetime did so by making bigger leaps to roles with new skills…
Read more at: https://www.peoplematters.in/news/strategic-hr/did-you-knowabout-40-of-your-lifetime-earnings-is-accounted-for-by-the-skills-you-learn-onthe-job-34188
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H U M A N E - R | V O L U M E 99
WEF 2022: The global workforce is empowered but divided There is a clear gap between the workforce with in-demand skills and those without. How can organisations work with their employees to deliver a working life that meets evolving expectations? An overwhelming majority of employees are apprehensive about job security and future employment. As they think about their hopes and fears, they want to make sure they have a fulfilling career. Robert E. Moritz, Global Chairman of PwC, stated that employees worldwide are flexing their muscles amidst tight labour markets, rising inflation, and political division, referring to PwC's new survey of more than fifty thousand workers. The study indicates that workers value both meaning and transparency at work. How can businesses work with their employees to make "work" more meaningful? It's not simply the work, according to Robert. Workers are looking for ways to optimise the work they do, especially automation that reduces monotony and routine tasks. They want to ensure that their work contributes to an organisation's strategy as well as its purpose. They're also focused on continuing to have the skills necessary to land the job opportunities of the future, not just the jobs they have today. "Data indicates that if workers feel they have the skills, they are more likely to talk about total rewards packages," Robert remarked. The third aspect is creating an environment where workers can share their ideas and express themselves authentically, according to Robert. Reiterating the shifting employee perspective, Jonas Prising, the Chairman and CEO, ManpowerGroup, said, "We're experiencing these shifts at a broad and local level in our own business.“…
Read more at:https://www.peoplematters.in/article/employee-relations/wef-2022-the-globalworkforce-is-empowered-but-divided-34125
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