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Current Affairs - Corporate Employment Trends Entrepreneurship Human Resource Industry Evolution Leadership Outsourcing Model Sectors

Best HR Team of the Year (Renewable Energy) awarded to VEN INDIA – Energy HR Summit 2021 Awards.

We are very proud to announce that we have been awarded the ‘THE BEST HR TEAM OF THE YEAR (Renewable Energy)’ from ‘Energy HR Summit India 2021 Awards’

The Award ceremony commenced on 6th May 2021.

VEN INDIA was represented by Ms. Sucheta Gour – Director Operations, Ms. Tanuja H Kumar – Lead HR, Mr. Mohan Prabhu – Program Manager and HR TEAM.

Click on the below link to view the award presentation.

The ‘Energy HR Summit India 2021 Awards’ are created to honor and generate public recognition of the achievements and positive contributions made by the Human Resource Leaders and their teams in the organizations that have taken the responsibility of promoting sustainability, development and excellence within the company as well as socially. The Awards identify and celebrate the very best, who have adopted the best practices and have become the role models for others to emulate.

These awards are one of the most coveted prizes for the torch bearers in the Energy sector.

It was indeed a proud moment for us to be featured amongst all the top players in Renewable Energy. We at VEN always ensure that we design our work and policies  to empower our clients to drive performance, innovation, and opportunity

CONGRATULATIONS TEAM VEN for all your efforts and dedication.

Categories
Current Affairs - Corporate Employment Trends Industry Evolution Outsourcing Model Sectors

How will Resource Outsourcing/Staffing help the Industry Post –COVID?

How will Resource Outsourcing/Staffing help the Industry Post –COVID?

India has generally seen a trend of engaging blue-collared, support staff resources on third-party/ off-roll/outsourcing/ staffing engagement. Post-2008 recession, the pattern of engaging white collared, skilled resources widespread by the IT Industry but still was limited to IT Industry alone. Post-COVID, the trend of engaging white collared, technical employees into Contractual engagement excluding few Senior Management and strategical roles is envisaged as a necessity and is in demand now irrespective of any sector.

IT Industry shifted to this trend after the 2008 recession based on the following observations.

  • Bench cost was consuming revenues of the Organization affecting the financial health of the Company,
  • Having resources on bench based on the projection of growth didn’t turn out to be a wise decision.
  • Expansion plans delayed due to many factors
  • Competition,
  • Pricing,
  • Clients’ Approvals,
  • Licensing,
  • Global Economic trends,
  • Currency conversion,
  • Downtime between projects,
  • Mapping of the maximum capacity of each resource
  • On the other hand, holding back employees with no complete engagement led to the attrition of resourceful employees, leaving behind only the average people in the stream.

Why is the Non-IT Industry ( Construction, Infra, Energy, etc..,) following this trend 13 years later?

Non-IT Industry, on the other hand, has been most apprehensive about this model. And there have been justifying reasons for the same.

The reasons for non-acceptance were many concerns.

  • Accountability and Integrity of skilled resources on contractual engagement.
  • Gauging of work in manual ways and not digital ways which make it challenging to monitor the process
  • Empathy towards fellowmen for the insecurities in contractual jobs
  • Comparatively smaller players in staffing with an unclear or obscurely defined scope
  • Payroll agencies with only documentation capabilities or partial responsibilities.

Development and transformation was slower owing to

  • Multi-level external challenges
  • Delay in deliverables where the line of activities got disrupted without a possibility of back up or control
  • Support from all departments on time
  • Inventory availability
  • Govt approvals
  • Fund shortage due to delayed receivables from the end client,
  • Change in instructions from management/client since this Industry has been extremely dynamic in nature.

All the above reasons led to resistance to change or non-prediction of uncertainties or inability to collectively assess the cost and business benefit.

In the current scenario, ambiguities are intensified to the extent of the uncertainty raising questions like “IS THERE A TOMORROW? IF YES, WHO ALL WILL JOIN US AND BE A PART OF TOMORROW?”

Limited visibility to the future by even big giants of the Industry, failure of long term plans, long term plans being replaced by short term plans have forced every Company to lie low and sustain. This, in turn, has led to Pay cuts, Lay-offs, Furloughs, increased pressure for people to perform. In such a scenario, the Human nature of sympathy, empathy towards fellowmen, bothering about developing people for long term returns, consideration towards others’ jobs, feeling stressed due to workload have taken backstage. What has been more critical is working towards sustaining the Organization (a foundation which houses employees) through the chaos irrespective of all reasons – genuine, significant, logical or fake, insignificant, illogical.

This situation has led Industry to adapt to staffing/ outsourcing as a stop-gap to cater to the active projects, or newly acquired projects for the next three years. Approximately three years expecting all the cascading effects, chain reactions, transitions, transformations, adaptations to be completed in three years, and implementation of new normal to start functioning successfully.

Hopefully, this opportunity should transform the staffing industry with a place in the Industry as an organized sector- breaking barriers, inventing, innovating, and leading to great opportunities and aspiration to the youngsters to step in this Industry by choice and not by chance. Because decisions are made out of interests, and interests lead to innovation.

Categories
Employment Trends Human Resource Outsourcing Model Sectors Uncategorized

Redefining Outsourcing

Redefining Outsourcing,

Bringing in a new trend in Employment and Resource Management, which the industry is in dire need today.

We all are cent-percent convinced with the understanding today that our well being is dependent on the Company we are working for. And every individual in the Organization is required to contribute 1000% to help the Company overcome this chaos. Employees are in the phase of giving more, and meeting the expectation of the Organization today.
The definition of working is redefined to what are the deliverables met? Yardstick and parameters to measure performance have entirely changed. It is no more the number of hours spent or efforts put in. Instead, it is only and only the output in the desired or lesser than the desired timeline by the Client that matters today.

It is and has always been of significance for Organizations to earn and save for tomorrow, not for today alone. So every Management decision is based upon securing the future of the Organization. The more sustainable the Organization, the lower are the risks of perishing, higher is the growth.

Outsourcing has been one of the options organizations have adopted for more than a decade to overcome future threats and current ambiguities. The outsourcing industry in terms of Job outsourcing, Subcontracting, or work contract has evolved in a significant way, since the phase of inception of the idea to today. But the outsourcing model concerning Resources has only extended to different sectors but not created depth. It has remained the same or altered very little in the last decade. Outsourcing resources are looked at as an alternative to recruiting or running a payroll of the employees. The resource engagement is considered as outsourcing HR process. Ideally, that shouldn’t be the case. But, the expectations and pricing aren’t clearly defined to plug-in with the organizational/ project requirements in most of the sectors. Resource outsourcing is compared with the resource cost and not the impact cost. This limitation has crippled the thought process of the sector, impacting the transformation of the Resource Industry faster. Or the Organization expects to replace the Work order assignments of PMC/ Contracting Companies. Of course, there are chances to achieve the same, because the deliverables are by the resources whether they are engaged with a PMC, Contracting Company, or a Resource Engagement Company.
Now is the time to expect solutions and not documentations from the Resource Outsourcing Sector.

Additionally, Organizations aren’t counting on them as a partner for their growth. They are just a borrowed identity for the employees engaged by the organizations to save the documentation and statutory disarray. There aren’t defined approaches, evaluated thought processes to draw a graph for the growth of this sector in a rational manner.
Resource outsourcing can be a powerful tool to revolutionize recruitment trends, employment trends, and performance trends. But with the right approach, expectation, and pricing by brainstorming sessions of the major players of the Outsourcing sector in synchronization with the other sectors.

COVID, revolutionizing employment trends, can expect the most efficient process and policy implementations through Resource engagement partners. Its right time now to lay right rules, timelines, and expectations with proper responsibilities, appropriate pricing – allowing the Resource outsourcing industry to mature and give 3-dimensional solutions to the organizations.

-Sucheta Gour