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FINANCIAL EXPRESS, OPINION, PAGE NO 06, 24/08/2021

HINDUSTAN TIMES, MY INDIA, PAGE NO 08, 24/08/2021

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FINANCIAL EXPRESS, COMPANIES, PAGE NO 04, 24/08/2021

https://t.me/joinchat/T5Uge53jmmCtFqF4

https://totalhr.in/thr-klips/

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BOARD INFINITY PLANS TO HIRE 2000 EMPLOYEES BY END OF 2021 The company plans to increase 3 lakh learners in the next two years while continuing to focus on skilling, personalised coaching and high placement rates.

Board Infinity has announced that the early career skilling & career transition platform plans to hire

2000 employees by 2021 end and grow the paid learner base to 3 lakh learners by 2022 end. To achieve this, the startup is hiring freshers and young professionals in areas like technology, digital marketing, operations and sales Sumesh Nair, Co-founder & CEO, Board Infinity, said, “Our programs have 80% success in the desired learning outcomes, this has impacted more than 20,000 careers. This year, we plan to focus on preparing job-ready candidates in fast growing cities

such as Malappuram, Nashik, Rajkot, Aurangabad, Trichy, Ludhiana, Vadodara”. In the last ten months, the company has shown tremendous growth of 460% due to its focus on skilling, personalized coaching, and high placement rates. The company has successfully placed students in Capgemini, Tech Mahindra, Genpact, HCL, Accenture, Ugam Solutions, Quantiphi, Math Company, Wipro, Rebel Foods, Lenskart and more. The company has also collaborated with educational institutions such as IIM Nagpur, XLRI Jamshedpur,

IIM Sambalpur, Shiv Nadar University, Lovely Professional University, and 30 upcoming universities to provide career coaching and interview preparation programs. The company has successfully impacted more than 20,000 careers in the last 2 years through their platform. With multiple plans to increase their

learner base, it would be interesting to see what kind of talent they bring in to exemplify their

workforce.

https://www.peoplematters.in/news/recruitment/board-infinity-plans-to-

hire-2000-employees-by-end-of-2021-30578

BY AJINKYA SALVI, TUESDAY, 24 AUG 2021

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EICHER MOTORS RE-APPOINTS ROYAL ENFIELD'S SIDDHARTHA LAL AS MANAGING DIRECTOR The shareholders had earlier rejected the proposal of reappointing Siddhartha Lal as MD and also rejected the payment structure offered to him, at the company's 39th Annual General Meeting.

The board of directors of Eicher Motors has announced to unanimously reappoint Siddhartha Lal as the Managing Director of the company. The decision is subject to the shareholders‟ approval and the board going back to them for fresh clearance through postal ballot with Siddhartha

planned to re-hired with a revised remuneration package. The shareholders had earlier rejected the proposal of reappointing Siddhartha Lal as MD and also rejected the payment structure offered to him, at the company's 39th Annual General Meeting. The company shared the primary concern of the shareholders was not Lal‟s reappointment or the proposed compensation but the lack of clarity regarding the pay structure that potentially allowed paying a remuneration of up to 3% of profits.

According to the company's statement, it had the same limit of 3% for the last 4 years but in reality, they have paid only a fraction of that amount. It also added that the remuneration during FY21 was 1.04% of profits, with the preceding years being at a lower percentage. “The median, which is a measure of central tendency, is impacted by entries and exits of employees,” said Manvi Sinha, independent director and chairperson of the Nomination and Remuneration Committee at Eicher Motors. Siddhartha Lal was credited with reviving the brand

image of Royal Enfield since he took charge as MD in 2006-07. Yesterday, The Royal Enfield Employees Union also came out in public, seeking his re-appointment, stating he was good for the company and employees. S Sandilya, chairman of Eicher

Motors, commented on how Siddhartha has been instrumental in building the foundation and a razor-sharp business focus for Royal Enfield. His first major initiative was to shed a wide number of under-performing businesses in the portfolio, and to focus on Royal Enfield motorcycles and Eicher

trucks and buses. The company‟s revenues have grown from Rs 375 crore in calendar year 2009 to Rs 8,720 crore (consolidated revenues) in FY21, while the joint venture with Volvo - VE Commercial Vehicles Ltd had revenues of Rs 8,676 crore. This has resulted in unprecedented shareholder value growth of over 17,500 per cent in 12 years, Sandilya added. With the official announcement of his re-hiring made by Eicher and also receiving a public backing from The Royal Enfield Employees Union, it

will be interesting to see how Siddhartha Lal leads Eicher in charting the new horizons of the pandemic -stricken market.

https://www.peoplematters.in/news/c-suite/eicher-motors-re-appoints-royal-

enfields-siddhartha-lal-as-managing-director-30582 BY AJINKYA SALVI, TUESDAY, 24 AUG 2021

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GOODWORKER APPOINTS EX QUIKRJOBS AMIT JAIN AS CHIEF EXECUTIVE OFFICER BACKED BY THE LEMMATREE GROUP, NOTED FILM ACTOR SONU SOOD AND SCHOOLNET; GOODWORKER, A DIGITAL PLATFORM IS AIMING TO HELP BLUE/GREY COLLAR WORKERS IN INDIA AND TRANSFORM THEIR LIVES THROUGH CAREER ENHANCEMENT OPPORTUNITIES.

Recruitment digital platform GoodWorker has announced the appointment of Amit Jain as its CEO, according to the company‟s statement. In his previous stint with Quikr, Amit Jain was instrumental in building QuikrJobs from scratch and turning it into a profitable business. Along with his

focus on key departments he was also spearheading the HR function. Glenn Gore, Group CEO, LemmaTree said, “Finding a CEO who has strong alignment to the GoodWorker vision was critical to deliver the impact that GoodWorker can have on blue/grey collar workers, this was a search that we were not going to rush or compromise on.” Backed by the Lemmatree Group, noted film actor Sonu Sood and Schoolnet; GoodWorker, a digital

platform is aiming to help blue/grey collar workers in India and transform their lives through career enhancement opportunities. On his appointment, Amit Jain, CEO, GoodWorker said, “GoodWorker's vision for becoming an all-encompassing digital life partner for the youth in India in the blue/grey collar job space is both inspirational and ambitious. Realising this vision requires a multi-pronged approach with a strong ability to invest & execute in a sustained manner; I believe, this is something that we would be able to

deliver on, especially with the partner ecosystem, the team that we have put together & given the strong backing of the Affinidi group.” In a career spanning over two decades, Amit has led large cross-functional teams across industries. He is

passionate about the technology space and believes in the potential of digital platforms to transform lives. He is a business leader with a strong understanding of how to build and make business sustainable. It is this deep expertise he brings to his new role at GoodWorker.

BY AJINKYA SALVI, TUESDAY, 24 AUG 2021

https://www.peoplematters.in/news/c-suite/sonu-sood-backed-goodworker-appoints-ex-quikr-jobs-amit-jain-as-chief-executive-officer-30585

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SHOULD „DESKLESS‟ AND OFFICE WORKERS BE TREATED DIFFERENTLY? With the recent focus on the return to worksites and hybrid work, employers risk overlooking "deskless" employees who never had the option to work remotely. Whether grocery store workers, factory employees, nurses, retail workers and others, many deskless employees aren't returning to worksites because they never could leave. The litigation risks in treating deskless and office workers differently are low, except when an employee claims discrimination. "Having different policies or

procedures for different job titles or departments is generally fine," said Lindsey Self, an attorney with Eastman & Smith in Toledo, Ohio. While the pandemic reinforced the popularity of working deskless, "the employer always makes the determination about how the work is done and where," said Linda Bond Edwards, an attorney with RumbergerKirk in Tallahassee, Fla. For example, an employer may allow the accounting department to continue working remotely even after the pandemic has subsided, while requiring

manufacturing employees to come to work, just as they had during the height of the pandemic. "While this policy treats groups of employees differently, it makes sense that the accounting employees can work effectively from home and the manufacturing employees must work on equipment in the facility, requiring their physical presence," Self said. But the employer should continually review any differential treatment of employees to make sure that the business reason for the differential still

exists, said Michele Ballard Miller and Ethan Chernin, attorneys with Cozen O'Connor in San Francisco and Santa Monica, Calif. respectively, in an e-mail. They noted that an employer may have a workforce in which deskless workers are mostly minorities and office workers are not. In that situation, allowing office employees to work remotely but requiring deskless workers to report to work may be based on legitimate reasons during the

pandemic's heights, but those reasons may wane when the pandemic subsides. Bootstrapped Claims To have a discrimination claim, Rob Hudock, an attorney with Hudock Employment Group in Los Angeles, said a deskless worker must show: A qualitative difference in positions. The employee was given less desirable work because of his or her protected characteristic. Under federal law, protected classes include race, color, religion,

sex (including pregnancy, sexual orientation and gender identity), national origin, age, disability, and genetic information. Consider nurses at a hypothetical hospital. The nurses directly care for patients, are mobile much of the time and are deskless. The nurses who supervise are primarily administrative and rarely provide direct care to patients, so they are desk-based. Desk-based supervisor nurses are paid more. "This is disparate treatment, but it is not illegal for multiple reasons," Hudock said. He explained:

Neither deskless nor desk-based is a protected class. The deskless caregivers and the desk-based supervisors are not sufficiently similarly situated to create any basis for illegal disparate treatment. The caregiver nurses being deskless and the supervisor nurses being desk-based is coincidental and incidental to the job positions and related duties. The compensation difference is for the legitimate, nondiscriminatory reason that the supervisor nurse position requires more

qualifications and experience and includes management duties. CONTINUED TO THE NEXT PAGE

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Now consider only caregiver nurses at a hypothetical hospital and assume the following: Some nurses are constantly moving because they are caring for adult patients in hospital rooms. When working in this capacity, these nurses are deskless while others spend substantially less time in close contact with patients and most of their time at fixed nursing stations monitoring the health of patients, using computers and monitors at stations

that are desk-based. The nurses are assigned to either a deskless area or a desk-based area, and any caregiver nurse could be assigned to either type of area. The terms and conditions of work in both areas are similar enough such that all caregiver nurses are considered similarly situated, regardless of assigned area. "A nurse assigned to a desk-based area could claim that work in a deskless area is more desirable because, for example, bonus compensation is

available for work," such as during the pandemic due to increased health risks, he said. Similarly, a nurse assigned to a deskless area could claim that work in a desk-based area is more desirable because it involves less physical work. If either of the nurses is in a protected class, such as age 40 or over, and argued the terms and conditions of the area and work were less desirable than the other type of work—and the employer assigned the employees to the less desirable area because of the

worker's age—differences between deskless and desk-based work can result in a discrimination claim, Hudock said. Employee Relations Even if it may be difficult to make employers liable for treating deskless and desk workers differently, employers should keep employee relations considerations in mind. "When an employer has different policies for one set

of employees, others may feel undervalued in the workplace," Self said. A manufacturing employee who has strict schedules may resent office employees' greater flexibility. Organizations may benefit from giving employees autonomy whenever they can, even in roles on the factory floor. An employer could ask for and implement process improvements for manufacturing

workers to boost morale and improve productivity. "What leaders must do is make sure that the sole focus doesn't remain on office workers exclusively," said Sandra Moran, chief marketing officer for WorkForce Software in the Detroit metropolitan area. "It is important that management—in person, perhaps at a town hall, and in writing—let the deskless workers know how important they are,"

said Michael Futterman, an attorney with MARC Law in Florham Park, N.J. [Want to learn more? Join us at the SHRM Annual Conference & Expo 2021, taking place Sept. 9-12 in Las Vegas and virtually.]

https://www.shrm.org/resourcesandtools/legal-and-compliance/employment-law/pages/deskless-and-office-workers.aspx?loc=india

By Allen Smith, J.D. August 19, 2021