While India has seen women in leadership positions in politics and industries like finance, the tech sector can’t say the same. As software increasingly becomes pervasive in our lives, it’s important more than ever for builders to be representative of the people being impacted. Women are equal users of technology and yet they do not equally participate in its development.
For example, more women are seen at entry-level jobs than at senior roles than their male counterparts and also make less than them. In fact, Only 5% of leadership positions in the technology industry are held by women. More than 70% of starts-ups have no women on their Board of Directors. Even women tech entrepreneurs receive 50% less VC funding.
There are many reasons for this state of affairs. They could range from women taking a break from their career owing to family, marriage or other personal commitments. However, increasingly we are seeing more women dropping out of the tech workforce due to fewer/or lack of opportunities. A World Economic Forum research estimates that 57% of the jobs set to be displaced by technology between now and 2026 belong to women.
Plus, there are also the inherent societal biases and influences that stop women from pursuing a STEM career, which in turn affects any tech company’s ability to build a good pipeline of women leaders. The lack of women in senior positions results in the lack of role models for women to look up to. A recent Harvard Business Review study proved that women have to fight the implicit bias at the workplace, which stopped them from being given promotions. Earlier research has shown that while men are perceived to be more responsible when they have children, women are seen as being less committed to work.
So, what can be done? Joseph Devasia, Managing Director of Antal International, says, “With women taking more of the burden at home and juggling demanding careers, it is important for organisations to have flexibility that allows women to continue working. There is a myth that lesser number of hours worked would result in lower productivity. However, those who work flexi-hours actually are more efficient in those fewer hours. Companies have to look at this new way of engaging women colleagues, if they need the talent necessary to grow.”
Tech companies, especially organizations with a strong following, a wide reach and high-profile leadership, need to do a lot more to fix the skewed gender ratio. They need to normalise the idea of women in tech. For that, there needs to be a multi-pronged approach to the problem. Just attracting more women to write code won’t help. Companies need to approach gender inequality as they would any other business problem: Use hard data and stop depending on anecdotal surveys. Only then they can move from debating the causes of gender inequality and move towards finding a lasting solution.
Whether it is a high profile tech company like Infosys or Wipro or an established conglomerate like the Tatas, companies are having a hard time to keep the best and the brightest in the house. With millennial employees willing to relocate for a better job, HR has its job cut out. A recent survey found that young adults under the age of 35, senior executives, business owners, and unmarried adults are likely to consider relocation.
But, organizations need to evaluate how they can balance their relocation incentives with employee desires in order to fill key skill gaps. A failed relocation assignment doesn’t do anyone any good. It’s expensive and disruptive. And what might have started out as a positive experience could lead to a very unhappy employee or the loss of an employee.
HR needs to look beyond financial incentives to entice employees to relocate, underlining the need for companies to include alternatives in their relocation programs. Here are some of the factors to keep in mind while wooing outstation candidates:
Salary: When candidates consider relocation, they are not just looking for a hike in their salary. There will be compensation differences between cities depending on their Cost of Living Index. They become more pronounced when the candidate has to make the move from a Tier-II to Tier-I city, especially if they own a house where they live in. The double whammy of home loan EMIs and rent can take a toll and therefore these factors play a role in the candidate’s decision to join a company. It is important that the HR considers these important factors before they provide a salary offer: Cost of living differences, quality of living standards, benefits in new location etc. Show that you are willing to negotiate the salary, while emphasizing the company’s benefits and other perks such as flexible working hours, transportation facilities, training and development opportunities and paid time off.
Relocation Assistance: Moving homes especially to a new city is not an easy task especially when you have a family, children or your elderly parents living with you. One of the first things that a candidate who’s looking to move to another city will seek is relocation assistance. They will expect the company to cover expenses such as packing and moving, storage of belongings for a period of time, short-term lodging in the destination city, cost of moving vehicle, finding a home in the destination city etc. Keep these factors in mind while designing the relocation assistance. If your company does not provide relocation assistance, you could consider offering candidates a one-time joining bonus to take care of such expenses. You may also help them find a home quickly in the new city by introducing them to property dealers/agents etc. Moving to a new city isn’t easy and the relocation package will provide the candidate everything they need to know about the company’s culture.
Spousal Income: Organizations hoping to encourage employees to accept outstation assignments should consider an individual’s personal and professional situations from a holistic perspective. There will be a disruption in the household income level and also a discontinuity in the spouse’s career due to the relocation over a period of time. Spousal dissatisfaction, adjustment, and issues associated with his/her career development are the most common reasons for relocation failure. While no company has contractual obligation to provide spousal income, he/she plays an important role in the success of that job. Hence, it is in the company’s best interests that the HR addresses the spousal income issue. You can help by providing job search assistance, or introduce them to other employees who made the move as well; the new connections could help them find a job quicker. Put them in touch with networking resources or organize events and activities to make them feel more involved.
Provide Cost of Living Context: Cost of living is the amount of money it takes to sustain a certain level of living, including basic expenses for goods and services such as housing, transportation, food, clothing and household goods. We would recommend that the HR factors in the cost of living into the salary for the said location, before offering any kind of compensation. HR needs to gather data on housing, transportation, healthcare, groceries, utilities etc. and use that data to adjust the salary’s purchasing power as the cost of living differs from city to city. Remember, the candidate will look to at least match their current standard of living with the new salary and will want their compensation to adequately cover all the expenses in the new city.
Family Structure: Most relocation packages are focused on the financial aspects of the move. However, other factors such as care for the elderly & children’s education also heavily influence a candidate. Family interests pose crucial challenges and HR would do well to deal with them early on by asking a few key questions: Will the new city have social support structures that the candidate can rely on? Who will take care of their parents? Ask the candidate if they’ve been to the city before. As a hiring manager, you can help alleviate relocation concerns by being more flexible about the joining date or help them with finding the right school/college to tide things over.
Job relocation is a source of stress for the candidate. How the company handles the details will play a large part in determining what employees think about the experience down the road.
Whatever the reasons were for wanting to change jobs, you would have analyzed them and made finally made the decision to make a move to your next career opportunity. However when you plan to resign from your current job, you must be prepared to resist powerful, persuasive tactics which your employer can use to change your mind.
Your employer might lure you with more money, a promotion, or better benefits, and you might consider saying “Okay!” But is it a good idea???
Here are a few stats from 2 surveys Antal conducted on Counter Offers. In the first survey, Antal consultants spoke to those professionals who, after accepting the offer, went to resign with their current employers, were counter offered they accepted and the consequences they faced.
In the second survey, Antal Consultants spoke to HR Managers who have counter offered their employees to retain them. However, this is done to buy out some time to hire a replacement or very rarely it count be to retain the employee since certain skill sets are hard to find.
Here’s a detailed infographic you must have a look at before you think of biting into the ‘Forbidden Apple’ – Counter Offer
Please Note: Click on the image below for a better view
Antal India continues to accelerate growth in the Indian recruitment market with launch of Antal RPO solution
Mumbai, August 03, 2018: Antal International, global leader in executive recruitment business is glad to announce the launch of Antal RPO Solutions to provide our clients in India with a valuable recruiting option. Antal India has set up an RPO division in Chennai headed up by Mr. Nikhil Indrasenan who joined Antal as Business Head, Antal RPO Solutions on August 01, 2018. Within the first year, Antal RPO business intends to scale to a team of 50 recruiters focused on volume hiring solutions, who would be ably supported by the 40+ offices & 200 recruiters around the Antal India Network. With the launch of this recruitment solution, Antal now has another option to present to clients who may be seeking low cost per hire, quick scale-up hiring support.
“With customers constantly seeking lower cost per hire models, RPO (Recruitment Process Outsourcing) seems to have quite literally taken over new solution ideas within recruitment. Launching Antal RPO Solutions is a direct response to the increasing market demand for rapid innovation and transformation within recruitment process. Companies are seeking to build teams with a leading edge in the talent acquisition function and therefore they need recruitment solutions that deliver measurable results to meet their business demands quickly. So here we are, extremely excited about the launch of a new solution for our clients seeking a more efficient recruitment engine that lowers their overall cost of hiring, continuously improves recruitment KPIs and is versatile enough for quick scale-up hiring support.” says Mr. Joseph Devasia, Managing Director Antal International India.
Nikhil Indrasenan, Business Head, Antal RPO Solutions: Over 18 years in HRO with Ma Foi, Randstad & Pontoon Solutions in P&L and Sales roles and 6 years as an Entrepreneur. Helped design and execute several large scale hiring programs across sectors and locations hiring over 5,000 professionals. Involved in setting up and running Ma Foi’s first franchisee operations in India and subsidiary in Sri Lanka from 2004-2006 hiring over 3,000 professionals across Banking, Telecom & BPO. Headed Randstad’s Assessment, Consulting and Training arm before moving to set up the RPO business and lead the Bid Desk. Played a central role in winning several RPO deals across sectors and locations and helped maintain a leadership position in the market. Instrumental in winning Randstad India’s largest RPO. Moved to Pontoon Solutions in 2016, a global MSP and RPO leader as Director-Sales and won their largest RPO with an energy giant.. A keen reader of management & science who follows Formula One furiously
There are many factors that one needs to consider before looking for a job change or accepting a new job offer particularly when you have to relocate to a different city or country. Many a times candidates make these decision in haste or simply by being blinded by the five or six-figure salary that is being offered, but those numbers can be deceiving. There are many factors like cost of living, lifestyle, social support, education etc that one needs to consider. In a situation when you’re relocating for a job it’s not just your decision but also a decision that you must make with your spouse, family. Inspite of the salary hikes that come with relocation the reality is a little more complicated.
Here are 8 factors you and your spouse/parents need to consider before you relocate for a new job.
Salary: Negotiate your salary in such a way that you will not only be happy with the raise you get, but also comfortably cover the living expenses in the new city. Find out if any of your moving expenditure is tax deductible.
Spousal Income: Finding employment for the relocating employee’s spouse or partner can be difficult. It will be a while before they can find a job in the new city and you need to ensure that you have enough buffer to tide over financial difficulties until you do so.
Relocation Assistance: Moving homes is often a painful, messy and costly ordeal. Most companies offer relocation assistance to employees. Make sure your new job has this or at least ensure that your new salary will be able to cover for the expenses. If your employer doesn’t offer relocation assistance, ask for it.
Social Support: Moving to a newer city often means the lack of social support initially. For one, it could mean that your parents or spouse will be left back in the old city until you figure out if they should move with you too. Look up old friends and acquaintances through your contacts or Facebook and ask them out for coffee or lunch.
Current Home: If you have been living in a rented place, then give the owner a heads-up of when you are planning to move. If the move is going to be sudden, the owners might ask you to cough up like two month’s rent. If you own the house, paying EMIs for your home and rent in the city can be daunting. Then, do you give it out on rent or get a caretaker to maintain the house until you get back?
New Home: Explore the city and learn about its neighbourhoods. Before you find a place to live in, find out which areas are residential or commercial, are these areas dangerous and do they have the kind of facilities that you are looking for? Does the neighbourhood you are eyeing have a good smattering of grocery shops, schools, clinics, hospitals and malls?
Cost of Living Index Comparison: It is important to know how much you are going to spend in the new city so research housing, transport, healthcare and food prices in order to create a realistic budget. Is there public transport? Can you walk to your workplace or do you need a car? Calculate how much your new salary will affect your daily budget and your ability to save.
Education of children: One of the first things you need to check out before moving to a new city is about what kind of schools are present in the city and their distance from your new home.
6 aspiring entrepreneurs embark on their entrepreneurial journey by joining Antal’s growing global network
Antal International, global leader in executive recruitment business is glad to announce 4 new offices joining its growing global network. Currently Antal has 146+ offices across the globe. In India, Antal has 45 offices across 13 cities.
Antal International, an Executive Recruitment firm offers franchise opportunities to aspiring entrepreneurs who are looking for a business opportunity that will help them utilize their professional work experience and knowledge to build a successful recruitment business.
Between March and June we had 5 new office launches across India. Our new Managing Partners come with years of professional experience and industry knowledge and this will help them lay foundation to their new venture.
Meet Our New Owners from March 2018 Class:
Vishal Madan started his career with Amdocs’s Cyprus Development Centre 17 years back as a Trainee Programmerand has left Amdocs as a Director in 2018 to join the Antal International Network.
He has played various roles and responsibilities across Product Research and Development, Delivery, Production Support and Operations, Program Management, Data Management and Migration Services etc. These roles were performed at Customer sites and Development Centers across Cyprus, India, Canada and Singapore.
In addition to the core roles and responsibilities, he has even managed the Hiring and Onboarding portfolio. He has been mentoring and coaching professionals through all roles on career changes and has been associated with Mentor Together, a non-profit organization that facilitates one-to-one mentoring relationships for disadvantaged young people. He is PMP certified since 2009. Vishal also has a passion for 10m air pistol shooting and aspires to be a professional sports shooter.
As an Antal Owner, Vishal will be based out of Magarpatta in Pune. He will recruit within
Information Technology, Telecommunications. To know more about him visit his microsite https://www.antal.com/office/pune-magarpatta-city/258
Chandrakant Patel is senior management professional with over 20 Years of experience in FMCG & Telecom acrossIndia. He is a competitive blend of FMCG & Telecom sectors and has handled Product, Brand & Marketing, Sales & Business Development and Customer & Revenue Management portfolios. His diverse experience cuts across 5 regional & 5 national assignments i.e. firstly with India’s largest food product marketing organisation called Amul (GCMMF Ltd) for nearly 7 years and then with India’s leading telecom operators like Reliance, Idea, Aircel and Airtel.
As an Antal Owner, Chandrakanth will be based out of South Bhopal in Ahmedabad. He will recruit within Banking & Finance, Digital, Financial Services, FMCG, Insurance and Marketing. To know more about him visit his microsite https://www.antal.com/office/ahmedabad-south-bopal/263
Meet Our New Owners from June 2018 Class:
Antal Gurgaon – Sohna Road
Deepak Jain, a Chartered Accountant, Cost Accountant and Company Secretary by Profession. Deepak has over 22 years of experience in various facets of Finance & Accounting across Indian Companies and Multinational Corporations. He has been recruiting and training his team from a very young age and has been leading his Division from the last 10 years plus.
As an Antal Owner, Deepak will be based out of Sohna Road in Gurgaon. He will recruit within Manufacturing, Retail sectors and will specialize within Accounting, Finance, Legal. To know more about him visit his microsite https://www.antal.com/office/gurgaon-sohna-road/266
Antal Chennai – Neelankarai
Velmurugan has close to 2 decades of experience that straddles across industries in the sales, marketing & media domains. Velmurugan was with CavinKare leading the media duties for CavinKare brands. He was later with Lenovo in Asia Pacific & India roles as the marketing communication and digital marketing lead. As an Antal Owner, Velu will be based in Chennai. He will recruit within
Building Materials, FMCD, FMCG, Retail sectors and will specialize within Sales & Marketing. To know more about him visit his microsite https://www.antal.com/office/neelankarai-chennai/267
Shailin comes in with 25 years of rich corporate experience. He spent the first 9 years with leading brands such as United Colors of Benetton, Walt Disney Consumer Products, etc. He spent the next 16 years with one of India’s leading and premier life insurance companies, HDFC Life. During his enriching stint at HDFC Life, Shailin has spearheaded various verticals encompassing Bancassurance, Strategic Alliances and Institutional Business. He was also instrumental in conceptualizing and developing a unique customer engagement program on the digital platform. At the time he moved out of HDFC Life to join the Antal family, he was Senior Vice President – Bancassurance, leading insurance distribution in the growth verticals of a leading Bank in India.
Ruchi started her career in apparel design and garment making. Over the years she developed an interest in executive search and launched her own search business in the year 2001. For the next few years, she spearheaded executive search for two of India’s leading BPOs. She was instrumental in placing various mid to senior level executives over this time, some of whom are still working at top management positions in those enterprises today. She took a break thereafter to focus on the family, but executive search continued to interest her. Along with Shailin, Ruchi will focus on research and building high quality deliveries.
As an Antal Owners, Shailin and Ruchi will be based out of Goregaon West in Mumbai . They will recruit within Banking, Financial Services, Insurance sectors and will specialize within Sales, Business Development, Strategic Alliances, Acquisition, Distributor Management, Channel Management, Marketing, Digital Marketing, Digital Technologies, Artificial Intelligence, Robotics.
If you are keen on knowing how you can launch your own recruitment business just like they did visit https://india.antalfranchising.com
A match-fixing scandal, a 2-year ban and a highly publicized debate and trolling on social media for picking nine players over the age of 30 in this IPL season (who were called ‘Uncles’); Chennai Super Kings silenced all their critics by lifting their third IPL title at the 2018 Indian Premier League and proved that experience was key for them and age is just a number.
Modern day cricket, tournaments like the T2O and IPL has found the perfect spot in the lives of cricket lovers who are starved of time and cannot spend the entire day watching a 50 over match. The thrill, the breathtaking pace and twist & turns of a 20 over match format appeals to the masses. It is assumed that this game is for the young blooded, fast paced dynamic youngsters who go for big hits across the boundaries. If we take a look at all the teams Delhi Dare Devils had young blood on their side Kolkata Knight Riders had a couple of under-19 stars but Chennai Super Kings’ choice of players drew a lot of flak among the masses for bringing on board 11 players who were above the age of 30.
However, the age factor did not bother Coach Stephen Fleming, who went on to say “They’re 35-36, not 55-56. A massive amount has been made of it. I’m not here to develop young players, I’m here to try and win the competition for the franchise. And that’s why we value experience, because we think that gives us the best chance. Yes, it is exciting to see young players come and perform. But over a long season, I look for consistency and professionalism. I’ve found that older players who are still motivated, still fit and still committed, they can provide you consistency that gets you up around mid to top table, which allows you to progress in the competition.”
As a recruiter, I too echo Coach Stephen Fleming’s thoughts when hiring managers make a massive deal while making hiring decisions. There are times when hiring managers insist on hiring young blood – candidates below the age of 30. There is no thought put into such a choice, it’s a choice made on certain stereotypes. There’s no doubt that it’s exciting to have young blood as part of your team and your organization because they bring in the energy, new ideas and enthusiasm but what about the experience, the business maturity that comes with age and knowledge, the confidence and consistency in performance. Mid aged professionals have years of experience developing relationships and strategies for dealing with higher management and various business situations. Most mid and senior roles are best suited for such tenured professionals who possess a mix of confidence and expertise that comes more easily to those with more years of experience behind them. There’s no doubt that youngsters bring in enthusiasm, energy, new perspectives to a business however these are the qualities that anyone who has passion for what they do; would bring to the table. Rather than making a hiring decision by focusing on the age of the candidate; the goal of a hiring manager should be to hire the best talent with the right potential, expertise, experience and passion. I wonder how higher age, defies any of the above.
This year’s IPL season has proved that age is ‘just a number’; it’s the experience, confidence and passion that makes the difference and this applies to the workforce as well.
For all those age critics out there, who say athletes achieve their prime from 27 to 30 yrs of age, here are a few facts:
At 31: Suresh Raina has scored 413 runs including four half-centuries, despite it being a sub-par season by his standards.
At 32: An injured, Kedar Jadhav who kept his composure, hit a six and a four in the last over. This victory set the tone for a series of breathtaking last-over wins for the men in yellow.
At 32: Ambati Rayudu who is enjoying the season of his life amassed 602 runs in the tournament, making the most of opportunities that eluded him throughout his stint with Mumbai Indians, and has also earned a recall to the Indian ODI squad.
At 33: Faf du Plessis showed all his experience in a high-pressure run chase in the first qualifier against Sunrisers Hyderabad, to guide his team home in another tense finish. The move of him being retained at the auction through the RTM card was also questioned, but he justified the trust shown in him by the franchise.
Currently at 34: In the first game of this season for CSK, Dwayne Bravo played the best T20 innings of his life to script a scarcely believable comeback
At 36: Shane Watson seemingly turned back the clock as he scored his third IPL century to set up a commanding win over Rajasthan Royals. And everyone knows what he scripted in the finals for his team, knowing he could barely run he scored another century in the finals.
At 36: Dhoni has been at his vintage best in IPL 2018 while Roger Federer at 36 is still ruling the tennis court.
At 37 & 38 respectively: Harbhajan Singh and Imran Tahir have also made important contributions by providing control in the middle overs.
At 38: Sachin Tendulkar became the first player to score 100 international hundreds
Likewise, in the world of work too, I am a strong believer that experience cannot replace youth / vigour / agility. These are traits that are inherent and not defined by a number.