Wednesday, September 18, 2013

HR Operations Leader

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    HR Operations Leader

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  • Blend of strategic and hands on operations
  • Great company who truly value their employees
  • Highly collaborative team
A fantastic opportunity has arisen with my valued client for a HR Operations Leader. This exciting position oversees the whole of the HR Operations, managing a dedicated team, ensuring that the full spectrum of HR Operations is met.   This role will oversee the payroll, benefits, HRIS, tax and compliance for the business, supporting the APAC region. The role is a blend of hands on operations and strategic partnering with the business.
  • Partnering closely with the business to understand priorities and create sensible solutions
  • Ensuring seamless execution of employee payroll and benefits administration
  • Focusing on end to end employee life cycle
  • Leading a dedicated operations team
  • Expatriate management
  • Driving the relationship management both with internal stakeholders and external vendors
  • Creation of best practice HR policy and process
  • Documentation design
  • Program development and implementation
  • Look at continuous HR operation improvements for the business
  • Roll out global HR projects and upgrades

Candidates must have
  • Held a senior HR Operations role for at least two years, leading a team
  • Have a solid understanding of payroll, benefits and tax administration  
  • Worked in a multinational organisation with a solid background in expatriate management
  • Impeccable communication skills, both written and oral
  • Excellent presentation skills and confidence
  • A degree

Founded in 1996, Frazer Jones is one of the world's most distinctive Human Resources recruitment brands, with offices in London, Dubai, Singapore, Hong Kong, Sydney and Melbourne. We recruit across the entire HR spectrum including generalist HR, Learning, Development, Talent, OD, Recruitment, Employee/Industrial Relations, HR Systems, Change and Reward. We work with some of the most recognized brands across the world and operate truly as a boutique HR specialist recruitment firm. For further information and to see our entire up to date vacancies please visit www.frazerjones.com

               HR Operations Leader

Legal opinion: Should overtime be included when calculating holiday pay?

How should businesses be calculating holiday pay? Isn't it a simple matter of paying basic salary? A recent tribunal decision, which held that holiday pay must include payment for overtime (compulsory or voluntary) as well as salary, suggests not. Alex Mizzi of HowardKennedyFsi, pictured above, examines the implications.
Of all the employment law issues businesses have to wrestle with, one might think that holiday pay would be a relatively straightforward matter. However, over the past few years this area has become increasingly complex, particularly the interaction between holiday and sick pay. The recent employment tribunal decision in Neal v Freightliner Ltd creates further headaches - and, potentially, a steep bill - for employers.
In this case, the tribunal held that EU law requires that a worker's holiday pay should be calculated not only on the basis of their salary, but should also include any element of remuneration "intrinsically linked" to the tasks required under the worker's contract, including overtime – even where overtime was neither guaranteed nor compulsory. The idea is that holiday pay should represent what the worker would have received had they been at work – so if they regularly carry out overtime or receive unsocial hours premiums, those additional payments need to be factored in.
This could have major implications for employers in industries where paid overtime is the norm – such as retail and leisure. Not only does this potentially increase the costs of holiday pay considerably, it also exposes employers to the risk of claims for unlawful deductions from wages.
Many businesses are now reviewing their holiday pay arrangements. One high-profile example is John Lewis, which is currently paying out a total of £40 million to staff in back-dated payments - although it is not confirmed whether or not this was prompted by Neal.

What should employers do now?

Before employers panic, it is worth noting that the Neal decision is being appealed by the employer and may ultimately go to the Supreme Court. The most prudent cause of action at this stage is probably to await the final outcome before implementing any major changes to the business's holiday pay structure. It is possible that the courts may restrict the scope of the decision or give more detailed guidance as to how holiday pay should be calculated.
However, given that the decision is consistent with an earlier Supreme Court decision (British Airways plc v Williams) involving pilots' holiday pay - which is governed by aviation-specific legislation very similar to the Working Time Regulations - it seems likely that the substance of the decision will be upheld.
As a result, businesses may want to focus their immediate attention on:
  • preparing for the possibility of claims by employees;
  • assessing their likely liability if claims are brought; and
  • putting themselves in a position to implement changes if they need to.

Preparing for claims and assessing liability

It seems fairly likely that the case - and the publicity over the John Lewis payments - will prompt claims. Businesses can hope that the introduction of fees in the employment tribunal will discourage individual claimants, particularly where small sums are in issue. However, the fees per person are lower for multi-party claims, which may lead employees to band together to bring claims. We also expect that trade unions will encourage members to bring claims.
Defending such claims is likely to be complex and time-consuming - particularly where the claims go back several years. It also involves significant cost, both in lost management time and legal fees, which generally cannot be recovered where claims are brought in the employment tribunal. Businesses would be well advised to invest time now in piecing together the information needed to calculate their potential liability. Businesses should start by looking at their payroll, overtime and holiday records and determining how accurate these are - particularly historical records. Putting this information together now may mean that businesses can calculate what may be owed to each worker who would be able to make a claim.
Businesses should also bear in mind that the decision affects holiday pay for only the four weeks' annual leave guaranteed under EU law. The additional 1.6 weeks granted in UK law need not include any overtime and can be calculated simply on basic salary.
While employers should tread carefully and seek specialist advice on the issue, one piece of good news is that the liability is not open-ended. In most cases, tribunal claims must be brought within three months of the most recent underpayment. This means that, in practice, only current workers and recent leavers would be able to make a claim. However, the bad news for employers is that workers who are in time to bring claims will be able to backdate their claims to 1998, or the start of their employment, if this is later.

Preparing for the future

While the Neal case is appealed, businesses should spend some time preparing themselves for the practical implications of changing their holiday pay arrangements, if they are ultimately advised to do so. For example, they should:
  • investigate whether or not existing payroll systems could cope with the more complex calculations that may be required and assess what changes could be necessary;
  • consider whether it may be simpler - and not significantly more costly - to calculate all holiday pay at the enhanced rate, rather than just the four weeks' leave that the Neal decision affects; and
  • consider what, if any, overtime arrangements should be offered to new joiners.

The key advice for employers at this stage is not to take hasty decisions, but to invest some time in planning and preparation, keep a close eye on the Neal case and, if they receive a claim for holiday pay, be aware of the ramifications.
Alex Mizzi is an associate at HowardKennedyFsi

BISHWA SRIVASTAVA
PGDM 2ND SEM
IIMT COLLEGE OF MANAGEMENT 

Tuesday, September 17, 2013

Human resource requirement in food processing

Human resource requirement in food processing

PUNE: As per a a study conducted by the National Skill Development Corporation on human resource and skill requirement in the food processing sector, the annual human resource requirement in food processing industry is estimated at about 5.3 lakh persons including about one lakh persons in the organized sector.

Ministry of Food Processing Industries is implementing a scheme for Human Resource Development (HRD) in the food processing sector. The HRD scheme focuses on developing technologists, managers, entrepreneurs and manpower for quality management in food processing. The scheme provides assistance for creation of infrastructure facilities in academic institutions and for setting up of food processing and training centres (FPTC)                                            
 rajat singh
 pgdm  3rd sem

Volume recruitment: Six sifting technique pros and cons

As employers face the virtual equivalent of a bulging postbag for every vacancy advertised, resourcing professionals need to use a toolbox of techniques early on to allow them to sort the wheat from the chaff.
Online screening tools enable employers to reduce the size of the candidate pool for a vacancy by applying criteria for the role at an early stage of the application process. Typically, the recruiting organisation uses an online screening process as part of an applicant tracking system that receives online applications, screens out unsuitable applicants, compiles a shortlist and tracks candidates' progress through the recruitment and selection process.
The following table considers the advantages and disadvantages of using specific options for online sifting. To avoid some of the cons, it is often advised to use more than one of the following techniques.

Pros and cons of options for online sifting

Option
Pros
Cons
Example
CV or application form matching.
Allows quick screening of CVs or application forms against key words.
The candidate may try to predict the key words and write his or her CV or application form to meet these, rather than submit an application that reflects his or her actual skills and experience.

Using key words could mean missing out on good candidates who have used different words that still reflect relevant skills and experience.
For candidates applying for an entry-level administrative role via an online job board, key words could include "Microsoft Office" and "time management".
Online questionnaire based on basic qualifying criteria for the role.
Allows rapid sifting based on whether or not the candidate meets the basic qualifying criteria.
If the form has not been developed properly, the process may screen out suitable candidates.
A form for an accountancy position could include a question about whether or not the candidate has an accountancy qualification.
Self-test questionnaires and games.
Can be used to help potential candidates to decide whether or not it is worth their time applying for the vacancy.
Effectiveness depends on the self-awareness and honesty of the candidates. The test could act as a barrier if some potentially suitable candidates feel that the test is unfair or too time consuming and decide not to apply.
The employer could ask potential applicants for a role in a warehouse about scenarios such as working indoors without daylight or their willingness to follow strict rules and procedures.
Online personality questionnaires.
Provides a hypothesis about the candidate that can be explored at interview.
Personality questionnaires depend on the self-awareness and honesty of the candidate. Therefore, questionnaires should not be used to sift people out in the early stages of selection.
The employer could ask candidates applying for a customer service role to complete a personality questionnaire to assess whether or not they enjoy people-facing roles.
Online ability tests - for example, a verbal reasoning exercise.
Can be used to screen out applicants at an early screening or shortlisting stage by setting a minimum score to achieve based on the scores achieved by benchmark groups.
Concerns about fraud - for example, another individual completing the test on behalf of the candidate. One way to help overcome the problem is for the employer to administer a short retest in person at the next selection stage.
The employer could ask candidates applying for a trainee IT programmer role to complete a test designed to assess logical thinking.
Work-sample and skills-based tests.
Can be designed to allow applicants to sample aspects of a role and give them an insight into the tasks that they could encounter in the role.

Can provide evidence of a candidate's ability to perform a real-life task.
It may take time to develop a test that is realistic, and it can be difficult to design one that can be marked online automatically.
The employer may require the candidate to do a short retest in person at the next selection stage to ensure there has been no fraud (for example, someone else may have performed the test on the candidate's behalf if the test is administered remotely).
The employer could ask candidates for a marketing role to complete a copywriting test that is marked via the use of key words and phrases.
The content in this table is based on an XpertHR good practice on shortlisting job candidates by Alison Clayton-Smith, which also looks at the importance of developing shortlisting criteria and who should decide them, and precautions to avoid bias and discrimination.

lokash pgdm 3rd

Speech of the Union Finance Minister at the Internationalconference on ‘Governance and Development: Views From G20 Countries’ Organised by Icrier
Following is the text of the speech of the Union Finance Minister at ICRIER event entitled ‘Governance and Development: Views from G20 Countries’ here today.

Chairperson Dr Isher Judge Ahluwalia, Dear Colleagues, Ladies and Gentlemen,

It gives me great pleasure to join you at this international conference on ‘Governance and Development: Views from G20 Countries.’ I understand that the conference has been organized around 6 broad thematic issues - global governance, food security, energy sustainability, long-term investment finance, trade and protectionism, and growth and employment. In each of these areas, the world is facing several challenges and these are the subject of ongoing discussions in the G20. I congratulate ICRIER and its partners for organizing this conference and bringing together eminent academicians and policymakers from G20 countries, to discuss and deliberate on these critical issues.

As you are aware, it was the 2008 global financial crisis that brought the G20 into the centre of global economic governance. G20 owes pre-eminence to its quick, effective and coordinated response to the financial crisis resulting in the designation of the G20 as the premier forum for international economic cooperation among its members. In fact the G20 Leaders’ process is one of the most significant developments in the history of global economic cooperation as it has led to a significant geopolitical shift regarding global economic governance. It has a different balance of power where both advanced and emerging countries come together as equal partners allowing for a more inclusive deliberation and more effective response to today’s complex global challenges and opportunities.

Given its track record, G20 is now moving from a temporary crisis bailout mechanism towards a permanent organisation of global economic governance. Considering the range of complex issues confronting the world economy, and the persistent weak recovery, it is important for all countries that G20 continues to be successful. However, there are inherent challenges facing the G20 going forward. I would like to highlight a few of them today and I would expect policymakers attending this conference to deliberate further during this conference on some of these issues.

Firstly, the agenda setting of G20 has had an advanced country perspective so far. This is highlighted by the emphasis given on financial regulation and on transparency whether it be in taxation or in the Extractive Industry Transparency Initiative (EITI). As the crisis originated in the advanced countries, it is natural that higher capital requirements and asset quality have been stressed in the Basel norms for banking sector. Emerging markets have accepted these norms in a spirit of multilateralism. However in the context of a weak global recovery, we should be careful that the procyclical bias should not be a stumbling block in developing countries. Since growth in emerging markets is crucial to the strength of the global economy, it is critical that G20 find ways to develop strong links of coordination and cooperation and take up issues of importance to emerging economies as otherwise, G20 may evolve as a loose forum instead of a powerful steering wheel of global governance.

Secondly, there is a big challenge relating to mission creep. Many experts have expressed concern that the G20 agenda has been expanding too widely, covering far too many unrelated issues. The outreach process of subsequent Chairs of the G20 is partly to blame as this widening of agenda is encouraged mostly by outside players including civil societies, academics and international agencies who hope that high level discussion and endorsement by leaders will advance their various causes. I am not saying that the outreach programme is a bad idea; I am simply saying that interaction with various players should not result in the G20 losing its focus. I do believe that to be able to play a meaningful role in the global governance, the G20 agenda should be sharper, and focused only on those issues on which it can make a distinctive contribution particularly on economic and financial issues, as premier forum for international economic cooperation.

Thirdly, reforms of international financial institutions of global governance have been among the top priorities of G20. Indeed the G20 has initiated a considerable governance reforms in the pillars of global governance namely IMF, World Bank, and Financial Stability Board (FSB), as well as in many of the Standard Setting bodies (SSBs). However, progress thus far has been extremely limited and far from satisfactory, and some members have not been able to adhere to the commitment on certain reforms by Leaders. Most advanced countries have now clearly indicated their unwillingness to move ahead on IFI governance and capital reforms. This has hampered credibility of the G20, and makes it difficult to, progress on other issues as well.

India and other emerging economies have repeatedly underscored the critical role that investment, particularly in infrastructure could play in sustaining the global recovery and rebalancing. The G20 Leaders had mandated the G20 Finance Ministers and Central Bank Governors at their Los Cabos Summit in 2012 “to consider ways in which the G20 can foster investment in infrastructure and ensure the availability of sufficient funding for infrastructure projects, including Multilateral Development Banks’ (MDBs) financing and technical support”. The mandate had been taken up during this year, but by broadening the subject to cover financing for all kinds of investment, it resulted in the situation that one year later, in the 2013 Summit, they could only just endorse the work plan of the Study Group. This is surely an opportunity loss, and we hope that the matter would be taken up more meaningfully during the next Presidency of the G20.

In this regard, one issue that deserves priority is recycling global savings for infrastructure investment. Enhancing infrastructure investment in emerging economies and developing countries, would have positive implications for rebalancing global demand. At the same time, high savings would find productive use into areas where there is a need for real investment that results in tangible growth and development. The G20 is well placed to coordinate various stakeholders including governments, especially the ones that have large surpluses, the private sector, and multilateral development banks, for investment in developing economies. I hope the conference can suggest innovative ways to recycle global savings and develop viable strategies that overcome the presumed hurdle of ‘lack of enabling environment’ for infrastructure investment in emerging and developing countries.

Finally it is important to ensure that the decisions taken in G20 meetings are carried forward expeditiously. Leaders at St Petersburg committed to remain mindful of the risks and unintended negative side effects of extended periods of monetary easing while carefully calibrating and communicating clearly, future changes to monetary policy settings and to cooperate to manage their spillovers on other countries. Similarly in the backdrop of the upcoming WTO Ministerial in Bali in December 2013, G20 Leaders have called on all the WTO members to show the necessary flexibility so as to achieve a successful outcome in Bali. I believe that such language of consensus and cooperation is very important for the interests of both the developed as well as the developing countries.

I see an important signal emerging from the St. Petersburg Leaders Declaration with regard to the manner in which development issues are being addressed in G20 forum and that is the clear recognition that the dimensions of development challenges vary from country to country and therefore any policy that is being recommended in an international forum has to be tailored to national circumstances. It is also welcoming to note that the G20 Leaders have taken a comprehensive approach to addressing the challenges of unemployment and underemployment faced by advanced as well as developing countries. While emphasis has been placed on creation of more jobs, the G20 also focuses on generating quality jobs by addressing issues of skills portability, youth employment, labour flexibility and improvement of the labour market infrastructure. Under the upcoming Presidency of G20 under Australia, we must make use of the opportunity provided by the St. Petersburg Leaders Declaration to ensure that we study the complex issue of labour mobility as the free movement of capital with restraints on movement of the necessary skills does hamper productivity.

I am hopeful that the deliberations during this conference will provide an opportunity to discuss the possible approaches to dealing with global challenges at the current conjuncture in a spirit of cooperation. I would like to thank you for your kind attention and wish you all a very productive discussion. I look forward to the outcome of your deliberations which I hope can be a useful input to the incoming G20 Chair in 2014.

By: Sumeet .L. Barla pgdm 3rd sem
Right and Wrong Ways to Terminate Managers should think at least six months in advance before terminating a worker, say experts, who too often watch supervisors make mistakes during firings that can lead to unnecessary ill will, a tarnished reputation or expensive lawsuits. 

neelu pgdm3rd

Volume recruitment: Six sifting technique pros and cons

As employers face the virtual equivalent of a bulging postbag for every vacancy advertised, resourcing professionals need to use a toolbox of techniques early on to allow them to sort the wheat from the chaff.
Online screening tools enable employers to reduce the size of the candidate pool for a vacancy by applying criteria for the role at an early stage of the application process. Typically, the recruiting organisation uses an online screening process as part of an applicant tracking system that receives online applications, screens out unsuitable applicants, compiles a shortlist and tracks candidates' progress through the recruitment and selection process.
The following table considers the advantages and disadvantages of using specific options for online sifting. To avoid some of the cons, it is often advised to use more than one of the following techniques.

Pros and cons of options for online sifting

Option
Pros
Cons
Example
CV or application form matching.
Allows quick screening of CVs or application forms against key words.
The candidate may try to predict the key words and write his or her CV or application form to meet these, rather than submit an application that reflects his or her actual skills and experience.

Using key words could mean missing out on good candidates who have used different words that still reflect relevant skills and experience.
For candidates applying for an entry-level administrative role via an online job board, key words could include "Microsoft Office" and "time management".
Online questionnaire based on basic qualifying criteria for the role.
Allows rapid sifting based on whether or not the candidate meets the basic qualifying criteria.
If the form has not been developed properly, the process may screen out suitable candidates.
A form for an accountancy position could include a question about whether or not the candidate has an accountancy qualification.
Self-test questionnaires and games.
Can be used to help potential candidates to decide whether or not it is worth their time applying for the vacancy.
Effectiveness depends on the self-awareness and honesty of the candidates. The test could act as a barrier if some potentially suitable candidates feel that the test is unfair or too time consuming and decide not to apply.
The employer could ask potential applicants for a role in a warehouse about scenarios such as working indoors without daylight or their willingness to follow strict rules and procedures.
Online personality questionnaires.
Provides a hypothesis about the candidate that can be explored at interview.
Personality questionnaires depend on the self-awareness and honesty of the candidate. Therefore, questionnaires should not be used to sift people out in the early stages of selection.
The employer could ask candidates applying for a customer service role to complete a personality questionnaire to assess whether or not they enjoy people-facing roles.
Online ability tests - for example, a verbal reasoning exercise.
Can be used to screen out applicants at an early screening or shortlisting stage by setting a minimum score to achieve based on the scores achieved by benchmark groups.
Concerns about fraud - for example, another individual completing the test on behalf of the candidate. One way to help overcome the problem is for the employer to administer a short retest in person at the next selection stage.
The employer could ask candidates applying for a trainee IT programmer role to complete a test designed to assess logical thinking.
Work-sample and skills-based tests.
Can be designed to allow applicants to sample aspects of a role and give them an insight into the tasks that they could encounter in the role.

Can provide evidence of a candidate's ability to perform a real-life task.
It may take time to develop a test that is realistic, and it can be difficult to design one that can be marked online automatically.
The employer may require the candidate to do a short retest in person at the next selection stage to ensure there has been no fraud (for example, someone else may have performed the test on the candidate's behalf if the test is administered remotely).
The employer could ask candidates for a marketing role to complete a copywriting test that is marked via the use of key words and phrases.
The content in this table is based on an XpertHR good practice on shortlisting job candidates by Alison Clayton-Smith, which also looks at the importance of developing shortlisting criteria and who should decide them, and precautions to avoid bias and discrimination.
BISHWA SRIVASTAVA
PGDM 3RD SEM
IIMT COLLEGE OF MANAGEMENT