HR Analytics

In majority of economies around the world, MSMEs constitute more than 90% of the total enterprises. In India, MSMEs employ around 40% of the country’s workforce contributing significantly to the GDP.
The basic values reflected by MSMEs are agility, cost consciousness, trust, centralised decision making, risk-taking ability, and culture of doing business through intuition and relationships. With so much business diversity, limited resources and lack of professional stratification, MSMEs often exhibit a certain range of informality in management practices and procedures. Human resource management is one area where most MSMEs do not pay as much emphasis as required.

With small organizations largely governed by the dictates of the founders, MSMEs often relegate HR to a lower priority. However, HR strategies when leveraged effectively can provide a strong foundation to an MSME, helping it to enhance creativity, maximise productivity, and control costs.

Research states that organisational performance can be enhanced through the strategic use of HRM. To a great extent, the success of MSMEs depends on the resources, competency, commitment, and enthusiasm of the owner.
As owners often involve themselves in employment matters such as determination of compensation, promotion and termination, employee issues are hardly managed in a specialized way. This also results in disaffection, high rates of attrition, lack of a cohesive leadership pipeline and absence of upskilling practices.
Small organizations have different needs and lesser resources from the larger ones. This is why effective and creative human resource management becomes even more imperative for them. From staffing, training, performance planning, appraisal, retention and creating a leadership pipeline, human resource plays a key role in the overall success and growth of an organisation.

Addressing Talent Crunch: Talent crunch is a major challenge for MSMEs that can hurt their growth and bottom line. MSMEs face a significant challenge to recruit skilled workers especially when it comes to middle level and workmen level positions. In small organizations which may not have the resources to hire top notch talent from their fields, intelligent talent association strategies need to be worked out. A balanced combination of regular workforce with talented part-timers and freelancers or consultants can be worked out to ensure that the best talent is onboarded in the given resources. It is also important to establish a creative strategy of recruiting talented interns and training them to fill in vital positions over time. With properly created job role descriptions, materials, and job posts, HR must also implement effective recruitment standards to efficiently select the right candidates.

Addressing The Challenge Of Attrition: Retaining the existing talent pool because of a lack of competitive salary is a critical problem faced by MSMEs. Efficient strategies put in place by human resources ensure that employees remain content within the organisation without heading for early departures.However, it is important to understand that compensation is not the only factor that drives decisions of quitting among employees. A number of other factors such as work-life balance, work satisfaction, a culture of trust, value and respect as well as job security also play a crucial role in determining employee decisions. This is where HR plays a crucial role in making the work culture of small organizations more amenable and accommodating to employees. A well-laid-out employee retention program can aid in reducing attrition rates significantly. This may include instituting a flexible work policy, infusing a culture of trust between employees and senior management, running effective mentorship programs to train newcomers and giving ample opportunities to employees to use their skills and grow in the organization.
Constant Up-skilling of workforce: With the evolution of technology, job requirements change and it becomes necessary to equip employees with new skills to let them stay on top of best business practices. This also ensures that the company remains competitive by filling the required skill gaps. Human resources can identify organisational skill shortcomings and ensure that upskilling efforts are aligned with the workforce needs. They can decide which training and development method works best for the organisation – one-on-one-training vs volume training programs.Also, HR personnel are the best people to judge whether the training can be accomplished through internal teams or external institutions. When employees are offered the resources to upskill, it acts as a positive return on investment. They feel motivated to acquire the new skills which in turn boosts performance, and also reduces the need to hire outside workers to get the job done.

Resource Scheduling And Building Leadership Pipeline: Managers in MSMEs often face challenges to keep track of their resource pool, capacity, skills, and availability. Such scenarios result in managers hiring new resources instead of allocating the work to an already competent resource within the organisation.However, with efficient human resources management in place, such things are managed using a systematic approach that lets managers schedule resources for jobs to be completed well ahead of time.Apart from ensuring optimal allocation, resource scheduling allows employees to easily accommodate the newly assigned tasks with their existing tasks. Well-planned resource scheduling by human resources helps managers to prevent underutilisation and overutilization of resources thus maximising productivity.

To conclude, Human Resource Management has strategic significance for MSMEs. HRM plays a leading role in a variety of functions like employee engagement, facilitating integration, quality of work-life, flexibility, productivity, changing organisational values, and delivery mechanism. HR isn’t just about a function that contributes to keeping employees happy and maintaining attendance, payroll instead, it is strategic that assists organisations to gain a competitive edge and achieve their business goals.

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DIGITAL BRANDING; POST- PANDEMIC SCENARIO As the world continues to fight the challenges posed by the pandemic for the third year in a row, innumerable lives have changed drastically. The business environment has undergone complete transformation while the society has hit a new normal.

Since the onset of Covid-19, the industries were required to adapt faster while keeping up with the consumer needs under uncertain situations. Even the well-established companies are finding it tough to push through the pandemic, and the various digital marketing agencies are not exempted from this.

However, with the imposition of lockdown during the first and second waves, consumers have started spending more time on the Internet than ever before. Shopping, gaming, watching web-series and other forms of entertainment have become consumer’s go-to activities.

What does this imply for businesses and start-ups? Even with the challenges and uncertainty that the pandemic has introduced, it is no less than a golden opportunity for them to maximize their profits through digital marketing. They have to come up with innovative solutions to the old problems. Currently, these solutions are in highest demand.
The EY Future Consumer Index, which has conducted five waves of research with 14,500 individuals in 20 countries since the start of the pandemic, has identified five different cohorts of consumers:

Affordability first (32% of consumers): Living within their means and budget, focusing less on brands and more on product functionality.

Health first (25%): Protecting their health and that of their family, choosing products they trust to be safe and minimizing risks in the way that they shop.

Planet first (16%): Trying to minimize their impact on environment and buying brands that reflect their beliefs.
Society first (15%): Working together for the greater good, buying from organizations they find to be honest and transparent.

Experience first (12%): Living in the moment to make the most of life, often making them open to new products, brands, and experiences.

Utilizing customer segmentation and personas can bring deeper insights to media strategies and creative marketing approaches.Let us take a closer look at the emerging marketing trends and how you can take advantage of them in the post-pandemic business realm.

Personalization: Just like offering a highly personalized customer service that directly impacts the buying experience of a customer, creating customized ads has it’s perks too. It allows you to target a specific buyer persona and make that individual an offer which would be really hard for him/her to resist.

To take it one step further, and to demonstrate that you’re the right company to do business with, incorporate a remarketing strategy. With 25% of customers reporting that they like seeing retargeted ads that act as a reminder about what they’re already interested in, it makes sense to cater to them the type of content that would result in high engagement rates.

Facebook is a great playground for remarketing purposes. You can play around with a variety of messages in your retargeting campaigns to see what sticks and keep track of them all in your Facebook Ads Manager. They can range from the simple “we have missed you” to the more elaborate “here’s what we think you’ll enjoy” based on the customer’s latest search.

Search Engine Optimization: Website optimization is the main differentiating factor between you and your competitors. Investing in SEO tools like Google AdWords, SEMrush, Ahrefs, or Ubersuggest that could help your website rank higher on Google and get at least a 3.75% PPC conversion rate when people click on your ad.
Social Media Marketing: Being the easiest and the most efficient way to reach a wide audience, social media has quickly become the preferred outlet for advertisers during the pandemic. Nothing shocking here either — the 3.78 billion social media users completely justify companies allocating separate budgets for social media ad spend. Apart from Instagram and Facebook ads, companies are looking to establish long-term partnerships with digital influencers. And it’s not the big names in the industry they’re interested in — micro-influencers with an audience of 10k-100k people seem a lot more appealing. Not only do they charge less, but they’re also more relatable and trustworthy than those with millions of followers.

The best practice is to combine Instagram and Facebook advertising with influencer collaborations and measure the performance of both to adjust ad spend accordingly. You might find out that social media ads work best for raising brand awareness and getting quick results from campaigns while digital creators come more in handy if your goal is to build strong relationships with your loyal followers.

The good news for marketers is that times of flux bring great oppurtunities. Consumers are ready and even excited to try new ways of shopping online. Brands must realize that they are not competing with their competitors now, but with the last best experience their customers had. The spoils of this new era will go to the brands that not only manage to maximize their virtual presence but also become more human at the same time.

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Why is Indian Stock Market Decoupled from the Nations Economic Reality

Indian Stock Market Decoupled


The devastating second wave of COVID-19 has made Indian equities decline even as other markets are booming.

The world ‘decoupling’ is being heard quite frequently over the last month. This is fair, considering the risky asset class in a country struggling with its most horrific calamity since it’s violent partition and independence almost 75 years ago. Newly recorded COVID-19 cases remained above 3,00,000 for almost 2 weeks in May. The death rate was 3,700 plus probably much higher if one were to discount the underreported official statistics.

The Sensex is down around 8 percent since it’s February peak but markets in most other countries are in fine fettle, hitting new highs in this period.

However, there has been a stark change in the movement of the Indian equity market since March. It did not participate in the rebound in global equity markets since then and has even underperformed some of it’s emerging market peers over the past month.

The COVID-19 crisis comes at a bad time since foreign investors are closely monitoring the progress of the pandemic in each country to decide on their allocations. FPI flows have already turned negative and this is also responsible for Indian equities’ relative underperformance.

A reason for the decoupling to take place is that a number of companies are restructuring. For instance, Tata Steel announced it’s annual results. The next most important theme to come out of the company was a projected Rs 30,000 crore debt reduction. Steel Authority of India (SAIL) announced its annual performance, and it immediately told the market that it repaid Rs 16,150 crore in the fourth quarter.

Reality can be seen in a number of places: companies are restructuring, debt is going out of balance sheets and financials are doing a ramp walk.

GST benefits have begun to become evident for a large number of organized companies. One of the most prominent innerwear companies in India from Kolkata indicated it could get finished products to dealer stores faster than unorganized competitors during the lockdown, a lead it maintained through the rest of the year.

This K-shaped recovery indicates that, perhaps, the organized companies are growing faster. Since the latter are represented on the exchange and indices, their growth is strengthening the indices while those looking at SMEs are likely to ask, “Is the economy really buoyant?”

Delhi Todays Talk Show With Amitava Banerjee, Founder And CEO, Brain Behind Brand On “Changes Came In Hiring Scenario During Covid-19

Amitava Banerjee, Founder And CEO, Brain Behind BrandDelhi Todays Talk Show With Amitava Banerjee, Founder And CEO, Brain Behind Brand On “Changes Came In Hiring Scenario
During Covid-19”

June 09, 2021

YouTube Live Link-

Facebook Live Link-

Question Can Be Asked Directly In The Comment Box, It Will Be Displayed On The Screen.

Team Delhi Todays Group.

Indian Economy in Pandemic

Indian Economy in Pandemic

In March 2020, the Modi government imposed a nationwide lockdown to prevent the spread Of the COVID-19 pandemic. While containment measures had been used by many other countries the scale of India’s restrictions were unique bringing the country of more than 1.3 billion people to a sudden halt.

Unsurprisingly, the economic hit this caused was staggering. No other major economy was as badly affected by COVID-19 as India’s. In the April- June quarter, The Indian gross domestic product shrank by 23.9%. This was the worst contraction ever in India’s history. The economy also shrank in the following quarter as India entered its first economic recession since the British left in 1947.

By the end of 2020, When lockdown an other restrictions were eased the International Monetary Fund projected that India’s economy would show a V- Shaped recovery and it would take a considerably long time for the economy to reach the pre-pandemic level.

However, as the second wave of COVID- 19 struck every sector of the Indian economy in early 2021, It has become more difficult to say as to what can be done to make the economy recover. The International Monetary Fund’s growth forecast for India in 2021 Is 12.5% Compared to a negative 8.8% in 2020 an it will settle at 6.9% in 2022. Since there are more mutations on a daily basis now I know huge surge in the number of positive cases, we need to have a strong assessment of the trade off between log down, economic activity and livelihood. Economic activities need to be quickly adapted to the pandemic.

Strong containment measures like testing, vaccination, etc, need to be fast tracked and quicker progress in vaccination may raise the growth forecast. Vaccine production needs to be ramped up considerably to provide mass access and stop export controls.

According to the second advance estimates, 2020-21 Is expected to suffer a GDP contraction of 7.96%. The weekly moving average of daily cases Has increased 14 times since February. If supply chains get hit and inflation starts rising, purchasing power and therefore the demand is bound to be squeezed. Similarly, any cutbacks in economic activity, especially in sectors that are being forced to do so because of social distancing requirements, will adversely affect incomes and hence, demand.

However, there is hope for economic recovery an stabilisation. Because, unlike the first wave, we have vaccines this time. It is reasonable to expect that the pace of new infections will slow down as vaccinations pick up. Fiscal support through an institutional mechanism- for instance through the creation of special-purpose vehicles, is required to support stages of vaccine production; it’s distribution through a decentralized supply-chain process for all demographic groups, and a fund to provide money to those in the private sector who can produce vaccines on a large scale.

During the Pandemic as massive digitalization happened, cautious digitalization is suggested otherwise it may end up reducing jobs. Moreover, many jobs are unlikely to return. There are requirements for additional resources to be spent on learning losses to children for future growth prospects. So increasing spending by 0.5% of GDP on education is a viable option.

In a situation like this, India’s economic policy response to both, the crisis at hand and the crisis to come, may benefit from an urgent “3-6-9” month action plan. A plan, whose execution and implementation would need to be scaled on a war footing and for which urgent fiscal support shall need to be prioritized, if the government is serious about addressing the catastrophic impact of a surging pandemic.

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