Table of Contents From the Editor’s Pen
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GREEN HR 'Redefining Growth’ Article by: Prisoomit P Nayak
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Work life balance in 24/ 7 environment-need for stress management Article by: Vishal Moonka
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Talent Management: A necessity not a Luxury Article by: Himanshu Shah
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Role of Electronic Human Resource Management in shaping Talent Management practices Article by: Neha Londhe
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PF Rules Changed: Life up for a toss Article by: Prateek Kinger
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Life @SCMHRD - The Words of Emy And Sukara
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FUN SECTION
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From the Editor’s Pen Editor, HR Mesh "Thank you much more, Than a greeting can say, Because you were thoughtful, In such a nice way!" Anonymous Greeting Reader!!!
rial o t i d E
Before the year ends and party begins, HR FORUM is back again with the last HR MESH of this year. The year gone by saw many hot developments in the world of Human Resources. The major among them was the unfortunate occurrence at Maruti Manesar Plant. This will be remembered as the dark day in the world of HR. Various mergers and acquisitions occurred some were successful some failed. Irrespective of the success or failure the make the task of HR manager more important. HR Mesh Also tried to cover all these happening in each of its monthly edition.
practices of talent management. The prevalent economic crises around the world and stagnant growth of economy in India, will make the work of HR all the more important and difficult. But as its said who have seen the future. Wish you a very happy New Year. See you next year with new edition of HR Mesh.
Editorial Team Varun Chandar Shubhangi Acharya Umang Kotriwala Designed By Umang Kotriwala
In this edition we bring forward a different topicGreen HR. With the growing emphasis on “Go Green” in the corporate, can the HR Department be far away from this. The article talk about how companies like Google and others give green credits to their employees on their efforts to reduce carbon footprints. This is a practice which will become famous in coming years when organizations all around the world have equal pressure on following environmental friendly practices. This edition also talk about the changing rules in Employee Provident Fund and
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GREEN HR 'Redefining Growth’ Prisoomit P Nayak, PGDM 2011-13, Prin. L. N. Welingkar Institute of Management Development & Research, Mumbai
“We hope to become an IT enabled knowledge based society to build a wholly green and sustainable economy within which pursuit of happiness will be the conscious goal of every citizen.” - Jigme Yoser Thinley Prime Minister of Bhutan Introduction Eco-consciousness or the colour 'green' is fast emerging in every aspect of our lives and workplaces are responding in a proactive manner to this challenge by bringing in 'professional awareness' at the organizational level as well as individual employee level. Implementation Green HR can be defined as environmentally-friendly HR initiatives resulting in greater efficiencies, lower costs and better employee engagement in organizations. This in turn invigorates the image of the organisation and helps it stand out from the rest of the industry.
social responsibility. “Green” in the context of human resource was viewed previously as merely an angel protector of the organisation that has no place in the designing the organisation's strategy. Over the years, HR has evolved to occupy its righteous position as a strategic partner in almost all functions of the organisation by exhibiting potential to drive innovation and stimulating a sustainable economic recovery to achieve societal and environmental change. Transformation into a 'Green' Organization A Proposed Framework: A simple yet effective framework which would help organizations to systematically embed 'Green' as part of their Corporate Strategy is 'G4K Model' and it is exemplified by relevant success stories.
Modern HR promotes the 3 R's: Reduce Reuse Recycle
(G) Greener Brand leveraging for Right Talent Sourcing:
Creating a green initiative requires a comprehensive approach throughout the organization. Rather than using environmental policies to help achieve existing business objectives, organizations can embed a “green brand” as the core of the corporate strategy and throughout all aspects of sustainability and corporate
HR can attain its strategic objectives by attracting professionals who are increasingly looking for more sustainable workplaces and retaining high quality talent by employing CSR as an integral part of the organisation's functioning. An added benefit is that more productive workers will become more interestedin a firm that shows investment in its
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employees, its community and the environment.
associates' ÂŁ1/day if they are willing to walk to work.
In a green workplace survey conducted by the Society for Human Resource Management (SHRM), 61% of respondents who worked for an environmentally conscientious company said they were "likely" or "very likely" to stay at the business because of those practices.
Similarly, Google motivates its employees to reduce their environmental impact by walking or cycling to work and the employees earn points which then go towards donation to any charity of their choice. Google normally contributes towards the preferred charity $100 for every 20 days of participation.
An example of how Green HR as a modern practice has proved constructive can be evinced by the 3P Program at 3M. The company has encouraged employees to propose changes to generate revenue and reduce pollution through their Pollution Prevention Pays (3P) program. So far, 3M claims their 3P initiative has produced m o re t h a n 2 , 5 0 0 p o l l u t i o n solutions, halving their waste release, and saving them nearly $ 3 0 0 m i l l i o n . I n d e e d , l ate r estimates for 3M are that their 3P program has seen employees propose more than 4,750 projects worldwide, preventing 1.7 billion pounds of pollution, and saving them $850 million in pollution control and raw material costs.
(G) Green Education: HR should develop information dissemination programs to provide general information about green business operations and organise related green, sustainable and high performance business training that helps protect and restore a clea n , s elf - s u sta in in g environment. Workplace green education is easy, and a powerful motivation strategy.
(G) Greener Behaviour Incentivizing: HR can provide incentives to encourage more green behaviour like using the public transport system, occasionally working from home to reduce the carbon footprint, recycling stationary and the use of water coolers and reusable water bottles instead of bottled water. Companies provide rewards in the following ways like provide special employee recognition, give prizes, incentives and offer monetary rewards. For example, IKEA gives all their employees a high-end bicycle at X-mas and Anglian Water offers its
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(G) Greener Sourcing for Health and Sustainability: HR can suggest for greener sourcing (e.g. reusable pens, tissue products from old growth forests, sending used consumer paper for recycling) and subsequently going paperless. HR can also encourage organic cleaning products for the safety of their housekeeping and maintenance staff, and all employees. (K) Knowledge-based Sourcing by manufacturers and suppliers shares commitment to improve each other's capabilities. For example at Honda Motor Company, during meetings with suppliers, the executives write their proposed actions and agreements on a whiteboard. In the end, contents of the whiteboard are typed up and the supplier and the automaker sign them, and the
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contract is complete. Thereafter, both sides focus on executing the plan. Honda and its suppliers thus avoid the drawnout, querulous negotiation process that is commonly seen at a u to m a ke rs , a process that can last months and even then sometimes blow up without reaching a resolution. With this approach, manufacturers and suppliers share a long-term commitment to improving each other's capabilities, starting by working together to eliminate wasted effort and inefficiencies. Conclusion: Green initiatives within the organizations are not only delivering tangible benefits to the business but also intangible benefits in terms of cost-effective employer brand building for attracting scarce talent. The green opportunity for many organizations can be a compelling competitive advantage which in the near future will surely transform the way businesses are perceived and will go onto become a way of life.
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References 1. Arthur K. Yeung and Bob Berman, Adding value through human resources: reorienting human re s o u rc e m e a s u re m e nt to d r i ve b u s i n e s s performance, Human Resource Management, Fall 1997. 2. Hyatt, James. (2005). Birth of the Ethics Industry, Business Ethics Magazine, Summer, (Minneapolis, Minnesota). 3. www.thegreeninterview.com/jigme-yoser-thinleyinterview 4. www.citehr.com 5. www.greenhrm.org 6. www.worldwatch.org 7. www.californiagreensolutions.com 8. www.payitgreen.org 9. www.strategy-business.com 10. www.isca.in 11. www.forbes.com 12. www.strategichcm.blogspot.com 13. www.toostep.com 14. www.thewayconsultants.wordpress.com 15. www.itsmyascent.com 16. www.humancapitalreview.org 17. www.gogreenplus.org 18. Www.unep.org
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Work life balance in 24/ 7 environment-need for stress management Vishal Moonka, PGDM, 1ST YEAR IMT,Nagpur In the wake of globalization and companies transcending national boundaries, the way corporate works has taken a paradigm shift from what it used to be. Time of the day has taken a backseat, while deadlines and targets have assumed priorities. Each company today aims at profit maximization and increasing market share- this rat race for corporate excellence has trickled down to the employees of these organizations who are ready to go out of their way, wear themselves out to the extent that success ushers in no doubt, but it takes a toll on the mental and physical health of the employees which in psychological jargon we term as 'Stress’. Today in this fancy aura of contemporary world, companies are competing among themselves and so are the employees. Each participant is working tirelessly to widen its horizon. The fight for excellent career prowess is foreboding about the imprecations that are coming our way. At any point of time no one is content. Therefore it is essential for us to get aloof of this deadly phenomenon of STRESS FOR SUCCESS and follow a decent life style where both the work and the life can be balanced. In the UK alone, over 13 million working days are lost
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every year due to the stress and strain of every day work. Stress induces 70% of visits to the doctor and 85% of serious illnesses, sometimes resulting in serious litigation among employees and management. In one US study as many as 40% of workers described their jobs as very stressful. People in their mid forties suffer more than young people. The study also reveals that young adults, women, working mothers, people with a lower level of education, divorced or widowed people, the unemployed, isolated people, people without health insurance and city dwellers are more prone to stress. There is a pressure of not only having a win win position in the career but to have a normal agenda of daily routine. This is especially for the women employees who have to deal with running household tasks, accomplishing daily chores, raising children and managing the tight deadlines of work. Many times they have to go with the spate of bad experience. When both, the husband and the wife are working for long hours, then there is a demand of ability to control and transform their environment thereby making it more comfortable and convenient. This dogma drives them to work more perilously irrespective of their health. As a result if either of them faces a bad time in office, the spouse suffers the most.
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All this leads to significant damage, bad publicity and loss of goodwill and time of both employees and employers. Stress management is essential, not only for economic and financial reasons, but also on humanitarian and ethical considerations.
Stress Management has on other performance skill areas within the Model of Performance Skills.
Stressing yourself is good enough to some extent because to fulfill the dreams or achievement of goals, there must be some driving force which is continuous and persistent but when this stress exceeds a limit it obliterate you, your life and your environment. It is the alarming situation which must be handled carefully. It is understood that technology has increased the work efficiency but contradicting to it, it has also created a 24/7 intrusion in employee's life. According to ILO, it is necessary to have a gap of 11-12 hrs b/w each working day. A gap of 30 minutes while working for 6 hrs daily and a gap of 24 hrs after working for 7 days continuously. Also it is proved that employees are taking stress out of which 67% is of office matter and 33% is of personal matter. Avoiding the 33% and taking into consideration the rest 67% we have found that employees are violating the rules of “working time regulate� and obscuring the health issues to be concerned. Stress or more explicitly distress leads to ill health conditions like irritation, frustration, weight gain, heart attack, BP, addiction to alcohols and drinks. Challenges can be met even by managing time. Time management can control health, life and profession. The bet is to make effective use of time. Remember there is a not a single person who is facing such problem but there are many hence we should working for it.
Thus, there are some measures by which one can get rid of stress such as prioritizing work, disagreeableness, avoiding unimportant and non urgent, organize, playing games, watching movies, eating chocolates, dating with spouse etc
Performance Cluster for Stress Management-The diagram and chart indicate the scope of impact that
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Talent Management: A necessity not a Luxury Himanshu Shah, HRM 2ND Year XLRI Jamshedpur
The most important corporate resource over the next 20 years will be talent: smart, sophisticated businesspeople who are technologically literate, globally astute, and operationally agile. And even as the demand for talent goes up, the supply of it will go down.” McKenzie & Company 1998 study Talent”
“The War for
It is not plain coincident that companies are opening shops at places where they get best people at the right price. The advent of information age, Global competition, diverse workforce and limited supply of talent is forcing o rga n i zat i o n s to search for talent and make the best use of available talent through better visibility of talent pool and leveraging i t s c r i t i c a l competency for business success. Talent Management has become a Critical responsibility of Human Resources. Talent management includes the entire employment life cycle.
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There has been a growing trend to invest in performance management technology. Performance management technology provides real time, dynamic access to information about goals, capability of employees across the entire organization. One research done by Forbes suggests that Talent management technology business has grown to well over $4 billion and will grow at more than 15% this coming year. But, has it really driven the results? Does it make business sense to invest in Talent management technology? I will try to answer these questions in the s u b s e q u e n t paragraphs. Before deciding on the business impact o f t a l e n t management technology, I will first illustrate how some organizations have l eve ra ge d ta l e nt management technology to their benefit. A company wanted to promote and retain women executives. They created an informal “chat room” on its intranet site where employees across the company are invited to share opinions and suggestions on why women leave the organization. This led to several useful insights and suggestions, as well as creation of
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informal mentoring relationships.
program.
A leading multinational used succession management technology to support annual talent review process. Through this technology the company instantly accessed current information on skills, performances, interests and goals of any employee across the company. This dynamic real time access of information dramatically reduced the time and effort required to prepare and conduct a talent review process. It shifted the mundane repetitive review of “who are the people in the company” to an active discussion around “what does the company need people to do.”
Currently, Less than 10% of the companies are able to maximize the effectiveness of their key performance processes. To realize the business impact the line leaders, managers, and employees need to adopt talent management differently from how they have been doing in the past. Talent Management does not come from a better HR processes or a better HR department. It comes from having people in the organization who embrace talent mindset. Talent mindset is an inherent confidence that having better talent at all levels in the organization allows it to outperform its competitors. It is the recognition that better talent pulls all the other performance levers. We need to deal with people who lack the skill or talent for talent management. Managers, who do not know how to set goals, evaluate performance, or deliver feedback, will struggle to get value from technology that requires that they do these things.
Another pharmaceuticals company wanted to determine the optimal span of control for it managers. Instead of guessing an optimal ratio the organization used workforce data to calculate the relation between managers's span of control and sales per employee. Talent management software allowed the company to obtain an optimal ratio where increased span of control did not result in increased productivity. As we see in the above examples talent management technology acted more like an enabler than a driver. These systems make it easier to assemble data on employee performance and allow companies to link employee performance data to other criteria such as business unit profitability, workforce turnover and customer satisfaction. The technology itself is not the answer but an implementation done well forces the company to re-engineer and better integrate its talent
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Talent Management is not a luxury but a necessity for any organization to survive and succeed in the increasing competitive environment. Today organizations must incorporate best talent management practice and technology. References Http://www.shrm.org/research/articles/articles/doc uments/0606rquartpdf.pdf
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Http://www.shrm.org/about/reports/documents/07 arfinal.pdf Http://ondemand.shrm.org/conference/shrm-2012talent-management-conference Http://www.shrm.org/education/hreducation/docu ments/boudreau_modify%20ibm%20case%20study_ pdf%20only-cs5-partc-final%20to%20post.pdf
Http://www.iveybusinessjournal.com/topics/strategy /talent-management-a-critical-part-of-every-leadersjob#.UMlxjuTqk2A Http://www.towerswatson.com/services/HR-andTalent-Management-Technology Https://hcexchange.conferenceboard.org /attachment/Steven-Hunt--WSR_AprMay12.pdf
Http://www.shrm.org/Conferences/TalentManagem ent/Documents/2012%20Talent%20Management%2 0Exh%20Prospectus.pdf
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Role of Electronic Human Resource Management in shaping Talent Management practices Neha Londhe, PGD HR, 2011 2013 XLRI, Jamshedpur Over the past few decades the role of the personnel department has been transformed from that of an administrator to more recently a critical component in the competitive success of the business. This change in the role of human resources has been accompanied by massive changes in technology. Technology is an enabler. This has given rise to Electronic Human Resource Management (E- HRM), a web-based solution that takes advantage of the latest web
such as change processes, strategic competence management, knowledge management). Thus Human Resources has evolved into Human Capital Management (HCM). Where Human Resources was the responsibility of a centralized, or in some cases a decentralized department, Human Capital Management is the job of everyone in the business, from employees to top managers. So what are the implications of this new phenomenon of E-HRM on an organization's Talent Management practices? Better match between the job and the employee profile
application technology to deliver an online real-time Human Resource Management Solution (Gowan, 2001). It is different from Human Resource Information Systems (HRIS) in that it is not limited to just the HR department but people outside the department the employees and the management. Thus E-HRM can be described as the 'technical unlocking' of HRIS for all employees of the organization. Lepak and Snell (1998) make division of e-HRM as operational E-HRM (basic administrative HR activities), Relational E-HRM (advanced HRM activities beyond administration such as recruiting, selection, p e r fo r m a n c e m a n a g e m e n t , re w a rd s ) a n d Transformational E-HRM (strategic HRM activities
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E-HRM translates to online recruitment. It refers to posting vacancies on the corporate web site or on an online recruitment vendor's' website, and allowing applicants to send their resumes electronically via email (Galanaki, 2002). It also allows for actively searching the internet for potential candidates. Since supervisors and managers are more involved in the process, it can lead to a better person-job fit. Job Analysis sharper and faster E-HRM has helped in reducing the time and effort in preparing the job-description and job-specification. Since supervisors are the main sources of information in the process of job analysis, an established direct link with them as made these processes more convenient and accurate. The role definitions are defined much more clearly in such a system. Rewarding Human Resources Employee self-service allows employees to electronically submit their preferences in terms of
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benefit selection, reducing the burden for the HR department. Also there is scope for the pay structure to be clearly defined in the E-HRM system. Also, the compensation framework implemented by the E-HRM allows managers to calculate incentives and rewards for the employees online which can enhance motivation levels of employees to a large extent. Human Resource Evaluation E-HRM allows the entire performance appraisal to be conducted on the corporate internet interface. This means that the manager and their employees are able to submit performance data directly to the HR department in electronic form. This practice, though criticized for the lack of written evidence, reduces paperwork and if read receipts for both supervisor and supervised are used, it can impressively decrease time and cost for the HR department. Also, the assessment of employee performance online helps to calculate performance related pay effectively. E-HRM can also provide managers with information on how to conduct a Performance Appraisal, the specific criteria and measurements of given positions and roles as well as examples and models of effective appraisals (Adamson & Zampetti, 2001). Learning and Development E-HRM processes aids individuals to nurture and identify talents. Self-service e-learning is steadily on the rise. It creates opportunities for employees to keep their knowledge and skills up-to-date. Leadership Development is often reflective and e-learning strategies have brought about an effective change in leadership development plans. E-learning can offer a solution to training in remote or disadvantaged
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locations (Hirschman, 2001), as well as tailor-made learning that fits the particular needs of the learner (Mumford, 2003). Career Planning made easier When employees are given information about various career paths and trajectories, they can pursue avenues that are better suited to their competencies and interests. Thus, there is an increase in employee commitment with the organization due to the boost in their motivation and confidence levels. Data Collection Existing applications like self-service systems give rise to new platforms for web-based data collection. In addition, by using technology, employees leave valuable “data traces� like web-logfiles and data input into applications. Such data indicate central facts, like interactions, time spent with technology, functions used, etc. This information can be used to provide services. For instance, information can be gathered on training needs assessment, inducing benefits in terms of less paperwork, lower administration cost, shorter distribution and response time, and higher response rate (McClelland, 1994). E-HRM has the potential to enable better management of every organization's most important competitive edge: the thinking, innovating, customerserving human resource. E-HRM eliminates redundant activities, provides more accurate employee information in a timely fashion and perhaps most important automates the time consuming, errorprone paper trail. It leaves Human Resource professionals with more time to focus on strategic tasks and manage better the company's most
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important resource- its people.
Guide to Human Management, PHI. References
[1] Adamson, L. & Zampetti, R. (2001). Web-based manager self-service: adding value to the work. Webbased Human Resources, McGraw-Hill, New York. [2] Galanaki, E. (2002).The decision to recruit online: a descriptive study. Career Development International, 7 (4), 243-51. [3] Gowan Mary (2001) Resource E-HRM: An Internet
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[4] Hirschman, C. (2001).Alternatives to business trips can pay off. Retrieved September 08, 2009 www.Workforce.com. [5] Lepak, D.P., & Snell, S.A. 1998. Virtual HR: Strategic human resource management in the 21st century. Human Resource Management Review, 8, 215-234. [6] McClelland, S.B. (1994). Training needs assessment d a t a - g a t h e r i n g m e t h o d s : Pa r t 1 , s u r v e y questionnaires. Journal of European Industrial Training, 18(1), 22-6. [7] Mumford, A. (2003). Learning Styles in E-learning. Retrieved September 08, 2009 from
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PF Rules Changed: Life up for a toss Prateek Kinger, 2nd Semester SCMHRD, Pune Few changes impact the life of such a large number of people as the change brought by Employee Provident Fund Organization (EPFO) in the policy regarding the calculation of Provident Fund which will impact around 6 crore job holders in the country. The circular from EPFO dated 30th November 2012 states that the Provident Fund for an employee must be calculated as a percentage of the basic salary plus all the allowances being paid to the employee. Traditionally, PF in India is calculated only on the basic pay plus the Dearness Allowance(DA). As a consequence, this would lead to increase in the PF amount for the employees as the base factor for the calculation will increase. But this in turn will also result in a decrease in take home salaries for the employees. The change has come up as a standardization measure as the definition of basic wages has always been a contentious issue, with the PF authorities claiming that the companies split up the basic wages into various allowances to decrease the Employer's contribution to the PF. Also, the auditing becomes difficult to ensure that the organization calculate and contribute the right amount to the EPF. The policy change aims to address this issue by bringing into the purview of basics wages all the all the allowances like conveyance, educational allowance, medical allowance, etc paid to the employees. EPF traditionally draws a contribution of 12% of Basic salary + DA from the employee and the equal contribution from the employer. The employer's contribution is further divided into 8.33% to Employee Pension Scheme and the remaining 3.67% to EPF. Just
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to understand the implications, we can take the below example with hypothetical figures:
The move however will not be beneficial to the people earning in the CTC(Cost to Company) Format because the expenditure of a company on an employee getting a particular CTC is a fixed amount and the PF contribution is calculated as a percentage of this fixed CTC only. Impact on Employees: Positive Impact: Greater contribution from the Employer towards the social security of the employee due to increase in basic wage A larger amount gets accumulated in PF each month which means larger earnings from interest on the coming time period. Audits can be made to ensure that PF contributions are properly calculated and deposited Returns from PF are not subject to market risks and are fixed Returns from PF are tax free ( subject to a few conditions related to the withdrawl) For 2011-12 rate of return was 9.5% which is equal to 13.5% taxable return. For 2012-13, EPF return rate is 8.6%
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Negative Impact: Lesser take home salaries due to higher deductions towards the provident fund ( increased contribution from the employee as well) Forced higher contribution may result in lower earnings from interests as individuals may lose on opportunities though not risk free but offering higher returns More contribution to PF would mean imbalance in the budget at home due to less disposable income in hand to spend. Planning will be required on this front for efficient operations with limited resources Dynamics of retirement planning will change as this larger amount towards PF would require adjustments in savings, investments and expenses Impact on Employer: Higher contribution will have to be made by the employer towards PF accounts of the employees due to increase in the basic wages Salary structures will need to be altered. If the employer compensates for the extra amount contributed to the PF by employee, this would add to the costs. If the employer plans to keep the Cost to Company(CTC) constant, in that case alterations will have to be made ( basically reducing) to the allowances paid to the employee. The escape route for the employers to lessen contributions to PF by splitting of basic wages into various allowances won't work anymore. However, the change has also been termed as an error on part of the EPFO. The mechanism followed by EPFO is believed to be archaic. Therefore , a lot of people are unable to claim their dues from their PF accounts while
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shifting jobs. In this way, inoperative PF accounts and unclaimed cash keep accumulating at the EPFO. This change in policy would now mean higher losses. Moreover, these changes will have long range impacts on the future planning of the individuals as well as organizations. The change has its own merits and demerits. It is a welcome change towards standardisation and uniformity in the calculation of the PF and would benefit the employee. However, it is still a forced deduction for the employee and is sure to disrupt the home budget as well as the retirement, savings and investment plans. A change in the mechanisms followed by the EPFO in an attempt to provide seamless portability to ensure easy claim of dues by the employees while switching organisations and manage retirement savings more effectively to give superior returns would have made a more positive impact.
References Http://www.moneycontrol.com/news/fixedincome/take-home-salary-set-to-get-cut-moremoney-to-go-to-pf_793826.html http://articles.economictimes.indiatimes.com/201212-10/news/35726534_1_seamless-portabilityprovident-fund-unclaimed-funds Http://insight.banyanfa.com/provident-fund-forsalaried-employee/
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Life @SCMHRD - The Words of Emy And Sukara Interns @ SCMHRD Speak
We at SCMHRD always believe in symbiosis of people from different ethnical background and nations. In this globalized world it becomes all the more important to imbibe in students respect for people of different cultures and making themselves accustomed to their cultures as well. In this monsoon, SCMHRD was pleased to have two girls , Emy and Sukara ,from Japan, who were at our campus for a month long internship. Here is what they have to say about their experience in India and particularly in SCMHRD. EMI EMI FUJIMAKI is a 3rd year student on Cross Cultural Studies (Bachelor degree course) at Kanagawa University Japan. She wants to work in hospital industries in future.
thought this could be the best chance to know Hinduism deeply. Moreover in Japan we hardly feel diversity because of being situated in an Island surrounded by oceans and a homogeneous state. India is called 'nation of diversity' so I thought this is the opportunity to learn and experience India's richness among diversity. Doing Internship in SCMHRD was valuable for my career and I'm sure I never forget it. I was in academic office and met many students, staff and professors. It was a perfect place to do my internship. Because, I could learn many things not only through just work but also through class lectures here. I am deeply impressed with activities I was offered at SCMHRD. Indian students were so enthusiastic. I attended some classes in SCMHRD. When I was in the lecture, I found because Indian students were very enthusiastic and energetic. They seemed to attend the class with definite aims. In Japan, University student doesn't study harder like them. Japanese University is hard to enroll but easy to graduate. Young Japanese are tired to study and won't do anymore. That is why people lose their passion for study. Students of SCMHRD understand what they are doing now will influence their future. I definitely had a great time, and a rare experience at SCMHRD”.
“I am majoring in cross-culture in my graduation at Kanagawa University. I wanted to come in India as I
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SUAKURA SAKURA YOSHINO, a 3rd year student on International Relations (Bachelor Degree) at Yokohama City University Japan. She wants to work as a journalist in future
elaborate arrangement was over whelming. I think there is difference in the perception of independence or freedom between Japan and India. I would like to analyze this perception of “Independence” from Japanese point of view.
“My experience as an intern in SCMHRD was very enriching and interesting. I realized the importance of proper communication with office staff in English and how I should pay attention to keep in good shape. During my internship program at SCMHRD I was fortunate enough to witness a very heartwarming Independence Day ceremony of India on 15th August, at SIC campus. This was a very rare sight for me. We in Japan do not have any Independence Day celebration. To see so much joy and colors and
Indian friends of my own age have great patriotic feelings towards their country. I was really moved by their feelings. All the students and professors of SCMHRD gathered together on 15th August and enjoyed a good time in this event. I t h i n k s u c h a st ro n g enthusiasm to celebrate Independence Day has been developed because India has faced repeated encroachment and coercion from foreigners from very ancient period. I am fortunate to have done my internship at SCMHRD. Thank you SCMHRD.”
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Fun Section
FB Poll Question: According to you, which of these qualities is the most important, to become a good leader?
Note: The people participating in the Poll are students of SCMHRD.
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