Articles
Labour laws in India are a group of laws which govern the employer-employee relationship or the employment conditions. There is no specific law with the name Labour Law (Act) or the Labour Law, but it's a group of laws, multiple laws, which we club and only refer as labour laws. Sometimes certain laws are included in that group, sometimes they are not. Therefore, to explain in a better fashion, we would say when we are talking about labour laws, any law which you feel is governing the employer-employee relationship or the terms and conditions of work, that we should consider is what we will use for this article.
<p style="font-weight: 400;">Frauds are a very interesting aspect of any organisational set up, and one in every three organizations faces some kind of employee fraud.</p>
<p style="font-weight: 400;">Predominant frauds that happen in India, our study shows are around,</p>
<ul style="font-weight: 400;">
<li>Travel, A travel fraud is one of the most common frauds that happen</li>
<li>The other fraud that happens is in terms of your educational qualification or the qualifications to get into a role. That is the second highest fraud that happens in terms of fabricating experiences or education or exposure to get into a job.</li>
</ul>
Finding good talent has always been a problem, and in the foreseeable future also it will continue to be a problem, irrespective of whatever we believe that AI will help us do in finding talent.
The recruiters will continue to flourish, because they are the ones who help find great talent. AI can only assist in the screening side of the process, but we will still need great talent.
So, as a manager, what can be done to get great talent?
Salary increment is nothing but a result of a negotiation.
And negotiation is predominantly, not based on the grounds of what the market is paying, or what is the worth of the skill that an individual is bringing on the table.
Neither is the salary increment a result of what kind of budget the organisation has.
The need for an HR function arises primarily as a result of two important factors.
One, when the leaders are not able to devote time in managing people issues or people systems or people processes. And second, when the leader feels that they have reached a stage that an expert is needed to manage complex kind of issues people issues.
HR policies, also referred to as human resource policies, are a set of rules and guidelines along with a set of processes that are required to run the management of people in the organisation.
If we try to answer a question, are HR policies really necessary for an organization? or at what stage should we, as an organisation be introducing HR policies?
AI is a very important tool, and ignoring AI is going to be not the right thing to do for a human resource professional.
Needless to say, that the introduction of AI is not going to change the human resource profession is going to be wrong. AI is already changing a lot of human resources functions roles and responsibilities.
<div>
<p class="ember-view">There are a lot of HR tech, or what we call as the HRMS solution providers available in the market in India today. Quite a lot of them are overseas based, and you can subscribe to them sitting in India.</p>
</div>
The term decision-making a result of certain steps can be explained by an example, an employee wants to apply for leave, the HRMS can itself take a decision whether the leave should be approved or not based on certain principles.
No AI is needed in this, it will itself take a decision based on factors like does the employee have a leave balance, do the other employees (of the same team) have working in the same team are on leave or below a certain threshold of headcount so that one group does not have too many employees on leave.
These principles are applied by the HRMS, and it approves or rejects it.
Implementing an HRMS (Huan Resource Management) solution requires a lot of resources to be allocated by any organization.
For example, one of the prominent resources that needs to be allocated is the financial resource, which means what amount of money do we need to spend to acquire either the license or the product, which is going to provide the platform.
The second which is a necessity and often ignored, is the management time that is going to be required, for the effective implementation and the effective development of the solution, because the reason for getting an HRMS, is to obviously get some business advantage.
An interesting aspect about the Prevention of Sexual Harassment, or also known as Sexual Harassment of Women at Workplace Act, is the understanding that organizations have, since we do not employ women, we are not covered by the Act, or since we have less than 10 employees, we are not covered by the PoSH Act.
the understanding that organizations have, since we do not employ women, we are not covered by the Act
The real person who gets benefited out of any training program is not the individual who is attending the program, the individual does get an opportunity to upgrade their skill, they do get an opportunity to get more knowledge, but the actual output or the real benefit is supposed to be taken or enjoyed by the organisation that in the first place decides that these employees are going to be sent to certain specific kind of trainings.
Salary benchmarking is nothing but a comparative study that any organisation would undertake to try and understand what is the market salary or what is the market paying for an individual who is performing certain level of skills in the company or the organisation.
The market we referred in the above definition, is the market we define ourselves, on the basis of certain factors which make us feel that the stated organisations are a competition to us either for business or for talent.
For this discussion, I would not like to combine loyalty to tenure. I would like to state that employee loyalty is more about an employee doing what they have to, and doing that with their utmost sincerity. That is what we say employee loyalty is.
If we have this one single clarity, then we can communicate with any employee in terms of how their performance has been and how that performance has actually contributed to the organisation in achieving the overall objective.
If we have this one single clarity, then we can communicate with any employee in terms of how their performance has been and how that performance has actually contributed to the organisation in achieving the overall objective.
And, if we can do this alignment or just show the employee the relationship, then it's going to be very easy for us to have conversations with the employee, whether they are difficult conversations, whether they are easy conversations, or whether they are, as a fact of a matter, just simple discussions informing about how things went.
Now, leaves, per se are controlled by law.
Like, we have the Shops and Establishment Act for organisations which are non-manufacturing, and manufacturing organisations have the Factories Act, and there are certain other laws which control leaves, like national festivals and other such laws on holidays.
But, we are going to discuss about leaves in this newsletter and not holidays.
It's a very pertinent question to be asked whether, it is necessary for an individual who is resigning or leaving an organisation to forcefully serve the notice period, or they should just leave the current employer, as per the whims and fancies of the new employer and their joining dates.
There is no right or wrong answer to this.
What is culture and how does one imbibe the culture, why is it necessary to understand the organisation culture. Does culture add value to the organisation.
Successful recruiters are strategic listeners, relationship builders, and tech-savvy professionals who act with urgency and resilience. They master multitasking, uphold integrity, and continuously improve while marketing opportunities with precision. From engaging passive talent to navigating complex hiring needs, they bring clarity and confidence to every search.
The traditional model of loyalty and stability has evolved into a dynamic partnership driven by culture, benefits, and mutual value. Today’s employees seek purpose, flexibility, and recognition, while employers expect performance and alignment with company vision. This shift has given rise to the Employee Value Proposition (EVP), where culture, policies, and communication define success.
How did Indian companies approach salary increments, promotions, and bonuses in 2021? This insightful report by HRhelpdesk® analyzes responses from over 600 organizations, revealing a strong positive sentiment toward salary hikes-especially among companies with fewer than 100 employees. Interestingly, nearly 1 in 5 companies planned aggressive increments above 15%, while MNCs with large headcounts led the way in bonus outflows. Promotions were widely supported, but opinions varied on whether they should be subdued or performance driven. The report also explores how payroll budgets shifted post-pandemic and what formal mechanisms companies used to decide compensation. Click to read more and download the full report-it’s a must-read for HR professionals and business leaders.
What did Indian companies really do to manage their workforce during the COVID-19 lockdown? This revealing report by HRhelpdesk® uncovers how over 1300 organizations responded to the crisis-from salary cuts and unpaid leaves to outright retrenchments. While 58% took extreme measures, sectors like textiles and e-commerce were hit hardest, with insurance and telecom showing more restraint. The data also highlights how salary reductions varied by level, with senior management facing cuts up to 50%. Some companies even paused hiring, revoked offers, or gave zero salary. If you want to understand the real impact of the lockdown on workforce policies, click to read more and download the full report.
Work from home isn’t just a convenience—it’s a strategic shift that demands structure, discipline, and human connection. From setting clear guidelines and embracing video calls to fostering trust and professionalism, organizations must redefine remote work for the service sector. When done right, it boosts productivity, morale, and long-term engagement.
How did employees really feel during the COVID-19 crisis-and what did they expect from their organizations? This extensive survey by HRhelpdesk® captures the voices of over 800 professionals across industries and levels, revealing powerful insights into workplace expectations during uncertainty. While most employees were open to postponing salary increments, many resisted salary cuts and bonus cancellations. Surprisingly, junior staff showed more trust in their companies than senior leaders. The report also highlights a strong push for work-from-home as a permanent option, mandatory health check-ups, and improved workplace hygiene. If you want to understand how employee sentiment shaped organizational decisions during the pandemic, click to read more and download the full report.
Why do employees really leave their jobs-and what role does gender play in those decisions? This insightful report by HRhelpdesk® uncovers the complex reasons behind employee exits, based on over 600 responses from professionals across India. While career growth, learning opportunities, and salary expectations top the list, the data reveals deeper patterns. Women are notably more affected by hectic work hours and forced exits, while men cite entrepreneurship and relocation more often. Surprisingly, a significant number of exits are linked to unprofessional behavior by managers and unfriendly company policies. The report also explores notice period norms and recovery practices, offering a holistic view of the exit experience.
Are Indian workplaces truly leave-friendly- or is it just on paper? This insightful report by HRhelpdesk® explores how earned, sick, maternity, paternity, and other types of leave are actually implemented across organizations. While most laws mandate a minimum number of leave days, the survey reveals that a surprising number of employees report receiving none at all. Maternity and sick leave, in particular, show concerning gaps in availability. Even something as basic as casual leave isn’t universally granted. The report also touches on newer leave types like bereavement and study leave, which are slowly gaining traction. If you’ve ever wondered how your company compares-or what employees across India are experiencing
What happens when the protectors themselves face harassment? This eye-opening Focus Group Discussion with 17 women social workers reveals the silent struggles of those who support women in distress. Shockingly, 76% reported being sexually harassed, yet only a fraction spoke up. From inappropriate touching to hostile work environments and denial of promotions, the findings expose a troubling reality. Many faced harassment within the first five years of their careers, with limited awareness of Internal Committees or legal recourse. Even post-2013, training on the Sexual Harassment Act remains alarmingly low. This report is not just data, it’s a call to action.
Is your organization truly inclusive-or just compliant on paper? The Equal Employment Opportunity Provider report by HRhelpdesk® explores how 389 Indian companies measure up on workplace equality. From maternity benefits for contract staff to restroom access for differently abled employees, the report highlights gaps between legal compliance and genuine inclusivity. It also examines reserved hiring for women, LGBTQ+ representation, medical insurance parity, and religious freedom at work. With insights on cultural mindsets, policy effectiveness, and overlooked basics like sanitary napkin availability, this report is a must-read for HR leaders and diversity champions. Click to read more and download the full report.
While MeToo amplified voices and exposed injustice, it also triggered silent shifts—fear, avoidance, and superficial compliance. But the real fight isn’t just about harassment; it’s about dismantling systemic suppression and restoring dignity, fairness, and equality in the workplace. Corporate India must move beyond optics and build cultures rooted in trust, justice, and humanity.
Despite legal protections, many professionals still struggle to identify and report workplace sexual harassment. HRhelpdesk® actively educates employees on the nuances of the law, empowering them to recognize both direct and indirect misconduct. Cultural norms and lack of clarity often silence victims—making awareness, training, and proactive communication essential.
