Gen Y cannot be generalized as a homogeneous stratum across globe, as the influencing factors in each country and culture differs hugely. This report tries to bring the key differentiating factors of Indian Millennial
Identifying Millennialsโ Attitudes and BehaviorsGen Re
ย
Millennials are all around you, and theyโre important to your business. However, itโs clear that this group - which numbers 2.5 billion globally - possesses specific attitudes and behaviors that call for a fresh approach to marketing financial services, especially when it comes to insurance products.
Read more from our series "Millennials in Insurance" at: www.genre.com/millennials
Millennials โ a generation of people born between 1980 and 1995. They have been described as the most selfish, generation of the past millennium but is this really true?
Indeed they can be narcissistic, lazy and demanding but on the other hand they are tolerant, think globally and love to cooperate.
Here at Fenomem, we did some research and discovered a little more about them! Check out exactly what we learned about Millennials! If you want to know more, write a message!
Millennials. Ready or not, here they come.
Otherwise known as Generation Y, those born between 1982 and 2003 are a force whose dominating presence and behavior (everywhere, but especially in the workforce) will define American life and culture in the next decade and beyond...
To get the most out of the millennials (or anyone for that matter) try the following:
- Hire those who fit your unique culture
- Understand their goals
- Solicit and listen to their ideas
- Ask what they would like to get out of their career and then make it happen
- Lead and mentor, donโt hand hold
- Loosen up and nurture fun
And most importantly, like with all employees, it's imperative to make sure that millennials feel valued in the workplace.
Connecting with Today's Prospective StudentsLinkedIn
ย
Hear the key insights and learning's from Linked's latest Education research "Connecting with Today's Prospective Students". The research throws light on some key topics including:
. The influencing factors for students when choosing where to study
. What kind of content resonates at each stage of the decision making process
. What motives students to educate overseas and why do they choose Australia
The World Wealth Report 2015 infographic explores the wealth, population and asset allocation of global high net worth individuals (HNWIs). The global population of high net worth individuals and their wealth hit new highs as almost 1 million joined HNWI ranks. Asia-Pacific overtook North America HNWI population by a slim margin and is expected to take the lead in global HNWI wealth by end of 2015. China and the U.S. drove 52% of global HNWI population growth. Learn more about the World Wealth Report 2015 from Capgemini and RBC Wealth Management at http://www.worldwealthreport.com.
Identifying Millennialsโ Attitudes and BehaviorsGen Re
ย
Millennials are all around you, and theyโre important to your business. However, itโs clear that this group - which numbers 2.5 billion globally - possesses specific attitudes and behaviors that call for a fresh approach to marketing financial services, especially when it comes to insurance products.
Read more from our series "Millennials in Insurance" at: www.genre.com/millennials
Millennials โ a generation of people born between 1980 and 1995. They have been described as the most selfish, generation of the past millennium but is this really true?
Indeed they can be narcissistic, lazy and demanding but on the other hand they are tolerant, think globally and love to cooperate.
Here at Fenomem, we did some research and discovered a little more about them! Check out exactly what we learned about Millennials! If you want to know more, write a message!
Millennials. Ready or not, here they come.
Otherwise known as Generation Y, those born between 1982 and 2003 are a force whose dominating presence and behavior (everywhere, but especially in the workforce) will define American life and culture in the next decade and beyond...
To get the most out of the millennials (or anyone for that matter) try the following:
- Hire those who fit your unique culture
- Understand their goals
- Solicit and listen to their ideas
- Ask what they would like to get out of their career and then make it happen
- Lead and mentor, donโt hand hold
- Loosen up and nurture fun
And most importantly, like with all employees, it's imperative to make sure that millennials feel valued in the workplace.
Connecting with Today's Prospective StudentsLinkedIn
ย
Hear the key insights and learning's from Linked's latest Education research "Connecting with Today's Prospective Students". The research throws light on some key topics including:
. The influencing factors for students when choosing where to study
. What kind of content resonates at each stage of the decision making process
. What motives students to educate overseas and why do they choose Australia
The World Wealth Report 2015 infographic explores the wealth, population and asset allocation of global high net worth individuals (HNWIs). The global population of high net worth individuals and their wealth hit new highs as almost 1 million joined HNWI ranks. Asia-Pacific overtook North America HNWI population by a slim margin and is expected to take the lead in global HNWI wealth by end of 2015. China and the U.S. drove 52% of global HNWI population growth. Learn more about the World Wealth Report 2015 from Capgemini and RBC Wealth Management at http://www.worldwealthreport.com.
Sarah Tavel of Greylock Partners analyzes the unique financial pain points that young Americans are facing and explains why fintech is ripe for disruption.
Insurance products, savings and investments are crucial elements of financial health that evolve throughout our lifetime. But getting consumers to think long-term is not easy.
How Generation Y millennials are driving financial industry changeHarland Clarke
ย
Financial marketers are being put to the test as fairly predictable generations of customers give way to the less familiar and less predictable. Pre-Baby Boom generations have been in retirement for years, and their pattern of drawing down assets continues. Now, Baby Boomers themselves are busy liquidating assets to fund college educations, weddings and their own retirements. Generation Xers have well-established careers and saving/investing habits to match.
Keynote- Amit Anand, Jungle Ventures at IBM StartupXchange SingaporeJungle Ventures
ย
There is a growing gap between companies that get seed funding and those that are able to secure Series A funding. How do startups increase their chances of crossing this chasm?
Here are top 5 learnings from our portfolio as shared at IBM StartupXchange in Singapore.
Over the course of 2017-2019, the Ye! Community undertook a series of activities in partnership with Mastercard
Foundation. This impact report details the project activities and its outcomes.
Mobility Adoption in Asian Wealth Management Firms: A Way ForwardCognizant
ย
The rising affluence of younger, hyper-connected investors across Asia is disrupting the staid wealth management market, pushing traditional players to build mobile experiences that strengthen client-advisor relationships, reduce operational costs and improve internal productivity.
By David F. Larcker, Nicholas E. Donatiello, Brian Tayan
CGRI Survey Series. Corporate Governance Research Initiative, Stanford Rock Center for Corporate Governance at Stanford University, February 2017
In summer 2016, the Rock Center for Corporate Governance at Stanford University conducted a nationwide survey of 1,554 individuals to understand how the American public views CEOs who engage in potentially unethical behavior, and the publicโs determination of โfair punishmentโ for these actions.
The study reveals that almost half of Americans believe CEOs should be fired (or worse) for unethical behavior. Violations of trust between company and customer are considered the most egregious. And, the public is surprisingly critical of CEOs who engage in โimmoralโ personal actions. Key takeaways include:
Almost half of Americans believe CEOs should be fired (or worse) for unethical behavior.
Violations of trust between company and customer are considered most egregious.
The public is surprisingly critical of CEOs who engage in โimmoralโ personal actions.
โWe find that the public is highly critical ofโand very willing to fireโCEOs who engage in behaviors that are morally or ethically questionable, even if these actions are not illegal and in some cases even if they cause no obvious harm to shareholders, employees, or the public,โ says Professor David F. Larcker, Stanford Graduate School of Business. โThis reflects, in part, the publicโs lingering distrust of large corporations and CEOs in general.โ
KEY FINDINGS INCLUDE THE FOLLOWING:
1. MEMBERS OF THE PUBLIC ARE EXTREMELY CRITICAL OF CEOS WHO ENGAGE IN QUESTIONABLE BEHAVIOR.
2. THE PUBLIC BELIEVES A VIOLATION OF TRUST BETWEEN A COMPANY AND ITS CUSTOMERS IS THE MOST EGREGIOUS ETHICAL VIOLATION A CEO CAN MAKE.
3. BOARDS OF DIRECTORS ARE STRICTER THAN THE PUBLIC IN ADMINISTERING PUNISHMENT.
4. AMERICANS ARE SURPRISINGLY CRITICAL OF POTENTIALLY IMMORAL BEHAVIOR.
5. MALE AND FEMALE CEOS ARE HEL
Mediating Role of Training on the relationship between MicroFinance Factors a...iosrjce
ย
IOSR Journal of Business and Management (IOSR-JBM) is a double blind peer reviewed International Journal that provides rapid publication (within a month) of articles in all areas of business and managemant and its applications. The journal welcomes publications of high quality papers on theoretical developments and practical applications inbusiness and management. Original research papers, state-of-the-art reviews, and high quality technical notes are invited for publications.
Sarah Tavel of Greylock Partners analyzes the unique financial pain points that young Americans are facing and explains why fintech is ripe for disruption.
Insurance products, savings and investments are crucial elements of financial health that evolve throughout our lifetime. But getting consumers to think long-term is not easy.
How Generation Y millennials are driving financial industry changeHarland Clarke
ย
Financial marketers are being put to the test as fairly predictable generations of customers give way to the less familiar and less predictable. Pre-Baby Boom generations have been in retirement for years, and their pattern of drawing down assets continues. Now, Baby Boomers themselves are busy liquidating assets to fund college educations, weddings and their own retirements. Generation Xers have well-established careers and saving/investing habits to match.
Keynote- Amit Anand, Jungle Ventures at IBM StartupXchange SingaporeJungle Ventures
ย
There is a growing gap between companies that get seed funding and those that are able to secure Series A funding. How do startups increase their chances of crossing this chasm?
Here are top 5 learnings from our portfolio as shared at IBM StartupXchange in Singapore.
Over the course of 2017-2019, the Ye! Community undertook a series of activities in partnership with Mastercard
Foundation. This impact report details the project activities and its outcomes.
Mobility Adoption in Asian Wealth Management Firms: A Way ForwardCognizant
ย
The rising affluence of younger, hyper-connected investors across Asia is disrupting the staid wealth management market, pushing traditional players to build mobile experiences that strengthen client-advisor relationships, reduce operational costs and improve internal productivity.
By David F. Larcker, Nicholas E. Donatiello, Brian Tayan
CGRI Survey Series. Corporate Governance Research Initiative, Stanford Rock Center for Corporate Governance at Stanford University, February 2017
In summer 2016, the Rock Center for Corporate Governance at Stanford University conducted a nationwide survey of 1,554 individuals to understand how the American public views CEOs who engage in potentially unethical behavior, and the publicโs determination of โfair punishmentโ for these actions.
The study reveals that almost half of Americans believe CEOs should be fired (or worse) for unethical behavior. Violations of trust between company and customer are considered the most egregious. And, the public is surprisingly critical of CEOs who engage in โimmoralโ personal actions. Key takeaways include:
Almost half of Americans believe CEOs should be fired (or worse) for unethical behavior.
Violations of trust between company and customer are considered most egregious.
The public is surprisingly critical of CEOs who engage in โimmoralโ personal actions.
โWe find that the public is highly critical ofโand very willing to fireโCEOs who engage in behaviors that are morally or ethically questionable, even if these actions are not illegal and in some cases even if they cause no obvious harm to shareholders, employees, or the public,โ says Professor David F. Larcker, Stanford Graduate School of Business. โThis reflects, in part, the publicโs lingering distrust of large corporations and CEOs in general.โ
KEY FINDINGS INCLUDE THE FOLLOWING:
1. MEMBERS OF THE PUBLIC ARE EXTREMELY CRITICAL OF CEOS WHO ENGAGE IN QUESTIONABLE BEHAVIOR.
2. THE PUBLIC BELIEVES A VIOLATION OF TRUST BETWEEN A COMPANY AND ITS CUSTOMERS IS THE MOST EGREGIOUS ETHICAL VIOLATION A CEO CAN MAKE.
3. BOARDS OF DIRECTORS ARE STRICTER THAN THE PUBLIC IN ADMINISTERING PUNISHMENT.
4. AMERICANS ARE SURPRISINGLY CRITICAL OF POTENTIALLY IMMORAL BEHAVIOR.
5. MALE AND FEMALE CEOS ARE HEL
Mediating Role of Training on the relationship between MicroFinance Factors a...iosrjce
ย
IOSR Journal of Business and Management (IOSR-JBM) is a double blind peer reviewed International Journal that provides rapid publication (within a month) of articles in all areas of business and managemant and its applications. The journal welcomes publications of high quality papers on theoretical developments and practical applications inbusiness and management. Original research papers, state-of-the-art reviews, and high quality technical notes are invited for publications.
Indiaโs wealth and poverty levelsThis study will focus on the ec.docxdirkrplav
ย
Indiaโs wealth and poverty levels
This study will focus on the economic standards of India and the factors that have lead India to have a wealth and poor population at the same time. India over the last couple of year, it has experienced an increased per capita income due to its increased work force. Also, India has been known as one of the countries with a large population languishing over poverty.
India has been experiencing an increase in its economic growth rate over the last four years. In the fiscal year 2014 - 2015 the country had a 7.4% economic increase compared to a 6.9% increase in the fiscal year 2013 - 2014. The country is projecting an economic increase in the fiscal year 2015- 2016 of 7.5%. India was listed the 19th largest merchandise in the year 2013 and with a large export of services which saw India in the 6th position worldwide. The country is not only in the top service export list but also in the import list it was ranked 7th importing merchandise of worthy of $616.7 billion in a total.
In fact, this increase in Indiaโs economic growth has been due to an increased output and high performance of two industries that are the agriculture industry and manufacturing industries. These industries the largest Indiaโs economic growth shareholders and their performance influence the countryโs economic growth rate in every fiscal year (Maddison, 2013).
Moreover, India has been among the best known manufacturing industry in the world. This has in turn led the government to allow investors in the country to invest in the sector. The fast growing and large population has provided force labor to the upcoming industries (Maddison, 2013). A large percentage of Indiaโs population is comprised of poor citizens who in turn provide cheap labor to the industries, hence low input which gives the companies large marginal profits.
In addition, the large Indian population has also been a target for the manufacturing industries whose final products are consumed locally in the country before they are exported to other countries. Indiaโs large population has been in the service that also has contributed to the countyโs economic growth (Maddison, 2013). The service sector offers services like the tourism, heath care; telecommunication and trade travel services between other many services. These statistics shows that India has been experiencing an increase in its economy.
Furthermore, India is one of the countries that are known to poses both a rich group of individuals and at the same time a large population in poverty. The number of poor in India is reducing significantly over the past four years. Though there are different methods to measure poverty a conclusion has been achieved that India has a large population living under the poverty line. Indiaโs population has been increasing yearly at a rate of 1.8 million people (Krishna, 2006). This has led to their population reaching 1.28 billion people. According to a research curried out by the wo.
International Journal of Humanities and Social Science Invention (IJHSSI) is an international journal intended for professionals and researchers in all fields of Humanities and Social Science. IJHSSI publishes research articles and reviews within the whole field Humanities and Social Science, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
Our Millennials (born between 1980 - 2000) are restless and disrupting all institutions - family, marriage, workplace, brands, economic models. The Urban and the Rural view.
Essay Indiaโs Aging Population
Essay On Growth Of India
India Essays
India A Developing Country
Essay On Expo 2020
Essay On Nationalism In India
Essay on Geography of India
Migrant Workers Essay
Housing finance in india challenges and issuesTapasya123
ย
House is a centre and domestic device for mankind's moral and core
development ever since the dawn of evolution and civilisation. Housing is
one of the basic requirements that human beings need. Good housing is a
pre-requisite for human development and welfare. It provides shelter,
security, amenities and privacy to the human beings for decent living.
There are many things that people would find difficult, if not impossible to
do without good-quality housing. Housing shortage is a universal
phenomenon. Without good housing, people cannot realise their full
potential and carry on the life they want to lead. Good housing reflects the
general welfare of community, whereas bad housing leads to serious
consequences such as diseases, immorality, and juvenile delinquency.
Housing is also an investment activity and provides impulsion to economic
growth. It has both forward and backward linkages. Because of its forward
and backward linkages, even a small initiative in housing will drive
multiplier effect in the economy through the generation of employment and
demand. Housing finance is not a new concept in finance sector of India. It
has developed rapidly during last few decades due to the enthusiastic
interest of Government to cut-short the housing problem of the country.
Although, present environment of finance sector seems to be suitable for
uninterrupted growth of housing finance market, but there are few general
problems, which create challenges and issues directly and indirectly. This
paper is an attempt to reveal such problems and challenges in India.
Generations and Geography - White PaperMoxie Insight
ย
Many of our most powยญerยญful and lastยญing beliefs are formed when we are teenagers, when we first shift our focus from tanยญgiยญble objects and begin to wresยญtle with the valยญues and ideas in the world around us. What we see and hearโand the conยญcluยญsions we drawโinfluence for our lifeยญtimes what we value, how we meaยญsure sucยญcess, whom we trust, and the priยญorยญiยญties we set for our own lives, includยญing the role work will play within it.
Geography sigยญnifยญiยญcantly influยญences the forยญmaยญtion of genยญerยญaยญtional beliefs and behavยญior. Each countryโs unique social, politยญiยญcal, and ecoยญnomic events shape speยญcific views and attiยญtudes among todayโs adults. Understanding these country-to-country difยญferยญences is critยญiยญcal to creยญatยญing employยญment deals that attract and retain the best employยญees in each geoยญgraphic area. Western genยญerยญaยญtional modยญels canยญnot be applied broadly to a global workforce.
Understanding indiยญvidยญuยญalsโ backยญgrounds and resulยญtant perยญspecยญtives or menยญtal modยญels both within genยญerยญaยญtions and across geoยญgraยญphies helps leadยญers grapยญple with the diverยญsity, chalยญlenges, and potenยญtial of a global workยญforce. Better underยญstandยญing leads to greater empaยญthy for the โother guyโsโ point of view and, ultiยญmately, proยญvides the founยญdaยญtion for more effecยญtive and effiยญcient talยญent manยญageยญment practices.
By Tammy Erickson & Tim Bevins
Data was collected from groups of Generation Y employees of corporate institutions, freelancers, entrepreneurs, small business workers as well as students between the ages of 16-30. Participants in the research were asked to provide basic biographical dataโ and then answer a series of 15 questions which pertained to their beliefs and opinions about current and past experiences and habits. These were based around Political, Economic, Social and Technological topics.
Have questions? Tweet @calomas
Future of Work โ Preparing for Disruptions: Indian context
How India is gearing up in Preparations and towards supporting the Workforce??
Introduction :
Changing nature of work has created disruptions, discontinuities as well as opportunities.
This is not seen in some selected countries but across the world, be it a developed country, or a developing country.
Like any other country, India has its own unique set of challenges in preparing and supporting its workforce from a governance point of view.
Take the case of India, thanks to globalization and IT revolution, India became the back office of the world , with โBangaloredโ, a euphemism , which signifies job loss elsewhere in the developed economy entering the oxford Dictionary
Governments in pursuit of economic growth love to invest in physical capital
far less interested in investing in human capital, which is the sum total of a populationโs health, skills, knowledge, experience, and habits. Thatโs a mistake many countries made, the case for India was slightly different thanks to โ Nehruvian socialismโ in the post-independence era.
In the recent years this has only been further augmented with opening up of the economy further and leveraging of automation/ innovation across sectors. Today India is at the forefront in terms of technical education and English speaking population with the right skills for the global demand in new forms of employment.
While all this is true in terms of progress, for the size of India with a Billion plus population, it is equally disheartening to find that the informal sector has only increased if not lesser with more than 75% of the population still in the informal side with no benefits and protection.
Governments have an important role to play in fostering human capital acquisition.
Fortunately for India since independence significant progress has been made on 3 fronts:
1. Formal Jobs
2. Education access
3. Health care
Todayโs governments across the world have a more definite role to play in the area of social inclusion and life long learning facilitation for itโs work force and population as a whole.
with the help of world wide social organisations, Governments, and societies at large. All need to work in tandem, in order to Benefit from the torrential opportunities, thanks to new technologies and disruptive innovations, unseen in the history of mankind, Can lead to prosperity and health for most if not all
Memorandum Of Association Constitution of Company.pptseri bangash
ย
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
ย
Discover the innovative and creative projects that highlight my journey throughย Full Sail University. Below, youโll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
"๐ฉ๐ฌ๐ฎ๐ผ๐ต ๐พ๐ฐ๐ป๐ฏ ๐ป๐ฑ ๐ฐ๐บ ๐ฏ๐จ๐ณ๐ญ ๐ซ๐ถ๐ต๐ฌ"
๐๐ ๐๐จ๐ฆ๐ฌ (๐๐ ๐๐จ๐ฆ๐ฆ๐ฎ๐ง๐ข๐๐๐ญ๐ข๐จ๐ง๐ฌ) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
๐๐ ๐๐จ๐ฆ๐ฌ provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
โญ ๐ ๐๐๐ญ๐ฎ๐ซ๐๐ ๐ฉ๐ซ๐จ๐ฃ๐๐๐ญ๐ฌ:
โข 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
โข SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
โขFreenBecky 1st Fan Meeting in Vietnam
โขCHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
โข WOW K-Music Festival 2023
โข Winner [CROSS] Tour in HCM
โข Super Show 9 in HCM with Super Junior
โข HCMC - Gyeongsangbuk-do Culture and Tourism Festival
โข Korean Vietnam Partnership - Fair with LG
โข Korean President visits Samsung Electronics R&D Center
โข Vietnam Food Expo with Lotte Wellfood
"๐๐ฏ๐๐ซ๐ฒ ๐๐ฏ๐๐ง๐ญ ๐ข๐ฌ ๐ ๐ฌ๐ญ๐จ๐ซ๐ฒ, ๐ ๐ฌ๐ฉ๐๐๐ข๐๐ฅ ๐ฃ๐จ๐ฎ๐ซ๐ง๐๐ฒ. ๐๐ ๐๐ฅ๐ฐ๐๐ฒ๐ฌ ๐๐๐ฅ๐ข๐๐ฏ๐ ๐ญ๐ก๐๐ญ ๐ฌ๐ก๐จ๐ซ๐ญ๐ฅ๐ฒ ๐ฒ๐จ๐ฎ ๐ฐ๐ข๐ฅ๐ฅ ๐๐ ๐ ๐ฉ๐๐ซ๐ญ ๐จ๐ ๐จ๐ฎ๐ซ ๐ฌ๐ญ๐จ๐ซ๐ข๐๐ฌ."
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
ย
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
ย
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
India Orthopedic Devices Market: Unlocking Growth Secrets, Trends and Develop...Kumar Satyam
ย
According to TechSci Research report, โIndia Orthopedic Devices Market -Industry Size, Share, Trends, Competition Forecast & Opportunities, 2030โ, the India Orthopedic Devices Market stood at USD 1,280.54 Million in 2024 and is anticipated to grow with a CAGR of 7.84% in the forecast period, 2026-2030F. The India Orthopedic Devices Market is being driven by several factors. The most prominent ones include an increase in the elderly population, who are more prone to orthopedic conditions such as osteoporosis and arthritis. Moreover, the rise in sports injuries and road accidents are also contributing to the demand for orthopedic devices. Advances in technology and the introduction of innovative implants and prosthetics have further propelled the market growth. Additionally, government initiatives aimed at improving healthcare infrastructure and the increasing prevalence of lifestyle diseases have led to an upward trend in orthopedic surgeries, thereby fueling the market demand for these devices.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
ย
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
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2. 2 | Engaging Indian Millennial @workplace
Studies indicate that by 2020, Millennial or Gen Y
are projected to be 50% of the workforce and by
2025 this number is expected to reach 75%.
Millennial is a group of people born between 1980-2000 and grew up with
access to social networks, smartphones, tablets, and all the other digital
technology in use today. The term Millennial or Gen Y describes someone born
immediately after โGen Xโ. The exact range of birth years that constitute the
millennial generation is not known; however it is accepted as those born in and
after 1980. For purposes of this study, we refer to the Millennial as those born
from 1980 onwards.
Traditionalists Baby Boomers Gen X Gen Y
Born before
1946
1946-1964 1965-1979 1980-2000
3. Engaging Indian Millennial @workplace | 3
This paper aims to give clarity to key
characteristics of Indian Gen Y and identifies
a set of engagement fundamentals that can be
applied to engage the Indian Gen Y for greater
connect, better performance and higher
retention rates.
While working on this paper, I came to realize
that characteristics in individuals develop by
way of experiences. So the influencing factors
that nurture these characteristics become
crucial in deciphering the behavior and bring
to light the various motivations that help
employees connect with their work and be
more driven to do better.
The most important insight while structuring
the principal construct of this paper was that
Gen Y cannot be generalized as a homogeneous
stratum across globe, as the influencing factors
in each country and culture differs hugely. For
the purpose of this study, the focus is on Indian
Gen Y, the influencing factors in India vis-a-vis
developed nations like US. This paper
1. Identifies the critical factors driving Indian
Gen Y, their behavior, motivation, and
possible barriers to productivity
2. Highlights responsibilities in workplaces for
promoting employee engagement of this
group and suggests what employers should
do to create an engaged workforce
I would like to thank Anshoo Gaur, Amdocs
India Head, whose insights and guidance helped
shape the structure of the paper.
4. Index
1. Gen Y Definition
2. Impact of Indian Gen Y on Global Employee Market
3. Influencing Factors of a Generation
4. Birdโs Eye View on Influencing Factor - US
5. Birdโs Eye View on Influencing Factor - India
6. Cultural Differences
7. Economical Differences
8. Educational Differences
9. Socio-Lifestyle Differences
10. Political Differences
11. Synthesis
12. Key Characteristics of Indian Gen Y
13. Recommendations to Engage Indian Gen Y
4 | Engaging Indian Millennial @workplace
5. Who is Gen Y?
By definition, a Generation is a group of people
who, based on age, share
โข A chronological location in history
โข The experiences that accompany it
โข And shared beliefs and behaviors based on
the experiences
Even though there is no direct similarity to shared
beliefs, India and US have similar generational
titles and timeframes.
Impact of Indian Gen Y on the
global employee market
One of the most important reasons that make
Indian Gen Y a focal point of this study with
global relevance is the notion of the โdemographic
dividendโ. India is now at an in๏ฌection point with a
population of 1.2 billion, of which about 0.8 billion
is in the working age. By the year 2026, 64.8% of
Indiaโs population would be in the working age
of 15-64 years. The strength of this large pool
of employable talent will not only power Indiaโs
economic progress, but it should be able to supply
enough human capital to the developed nations.
Therefore irrespective of the location where this
generation will be working in, their characteristics
would be common since the place of origin that
helped in developing these traits were the same. The
study on Indian Gen Y thus becomes more relevant,
becoming an important guideline across functions,
units, and organizations across the globe.
To further elaborate on this, the study uses two data
points: the sheer Gen Y population In India, US and
China and the Boston Consulting Group Report
(Source: Boston consulting Group Labor Market
2025) which talks about employability challenges
and talent shortage in the labor market by 2020.
โGen Y is going to be major player in determining the
impact of human capital in the growing knowledge
economy. As per BCG report on labor markets, India is
going to be major contributor to global employee base.
Thus it is imperative to have a study on Indian Gen Y,
as the characteristics this group will display, will be
different from their global cohorts because of different
influencing factorsโ.
Anshoo Gaur
President & Head, Amdocs India
Engaging Indian Millennial @workplace | 5
6. Population distribution of Gen Y globally
The graph shows the Gen Y population for each
country measured against the total population of
that country. Developed nations like USA has a
large aging population and will need younger talent
to take the place of the retiring population. This
leads us to probe into another dimension, that of
understanding employee mobility, which is all set to
impact the global workforce. Let us have a look at
BCG report on the labor market.
What does this population distribution mean to
the global market?
As per BCG report, the talent trends show that
while India will have employability challenges there
is going to be an abundance of talent. What does
it mean to the global market? People from India
will move to the regions of talent shortage. So
irrespective of the location that India Gen Y works
in, they will show the same characteristics as the
influencing factors from place of origin will continue
to be the same.
Country Gen Y * Total
in million in million %
US 70 340 21%
India 426 1200 36%
China 218 1300 17%
6 | Engaging Indian Millennial @workplace
Steelcase Research on Gen Y in Asia (India and China)
*Numbers indicate people in age group of 10 to 30.
**India has a large population even younger than Gen Y.
Signi๏ฌcant talent gaps expected by 2020 and beyond
In countries with no talent shortage trend, employability is the challenge
340 million
1.2 billion
1.3 billion
Gen Y
Others
Strong talent shortage trend
Talent shortage trend
Low / no shortage trend
Strong employability challenge
Medium employability challenge Note: Colour codes based on compound annual growth rates of talent supply and demand by 2020 and 2030.
Source: The Boston Consulting Group analysis
7. 1940
TechnologyPoliticsEconomicsCulture
1950 1960 1970 1980 1990 2000 2008
Baby Boomers Gen X Gen Y
Influencing Factors of a Generation
What determines a dominant characteristic in
individuals? While some traits are inherent, a
real majority is formed by experiences each has
undergone during their formative years.
The same holds true for generations as well. At
the end of the day, a generation is also a set of
individuals who chronologically share a same
location in the history.
The key influencing factors in any generation are :
Culture, Economics, Education, Technology, Social
Lifestyle and Politics.
If we have a close look at the events which unfolded in the US from 1980 onwards, it will appear fundamentally
different from the years preceding it. Rapid adoption of technology in everyday life changed not only the way
people interacted with each other but altered the construct of life itself.
The economy grew and provided ample opportunities for people. Reality shows became a part of life
and reinforced the belief that everybody had a chance at being prosperous and famous. All these factors
cumulatively created a generation who had not seen any scarcity, who was competitive, ambitious and wanted
results instantly.
Engaging Indian Millennial @workplace | 7
Birdโs eye view on influence factors - USA
Culture
Education
Economic
Politics
Social
Lifestyle
Technology
Gen
Source : Steelcase Research on influencing factors for Gen Y in US.
8. 8 | Engaging Indian Millennial @workplace
Birdโs Eye View on Influencing
Factor-India
This view of influencing factors in India quoted in
this study, from the research which was conducted
by Steelcase. People from an enormous economic
cross-sections and locations in India were identified
to determine factors that have influenced their lives.
Cumulatively, factors that seemed to have affected
India most intensely was opening up of markets post
liberalization in the 1990s and coming of MNCs and
BPOs. The sudden westernization of lifestyles and
values with the IT boom propelled India towards
a path of more aggressive financial growth and
homogeneity of culture. This subsequently led to
more jobs and more economic independence, and
there was exposure to global culture, in a way, not
seen after independence of the nation. However,
this new found abundance was not comparable to
the ones seen in US, and only a small percentage of
the population enjoyed this affluence . There was
still a large population living in villages and Tier II
and Tier III cities where a large segment belonged to
the lower income group and was not able to afford
a good education. Bringing us to delve deeper into
perhaps the most important influencing factor
which is Economic growth.
If we look at World Wealth Report of 2012, the
Indian per adult wealth is less than 5,000 USD and
in the USA it is more than 1,00,000 USD.
TechnologyPoliticsEconomicsCulture
1940 1950 1960 1970 1980 1990 1995 2000 2005 2010
Traditionals
(1947-1964)
Gen X
(1965-1979)
Gen Y
(1980-2000)
Birdโs eye view on influence factors - India
Source: James Davis, Rodrigo Liuberas and Anthony Shorrocks,
Credit Suisse Global Wealth Databook 2012.
World wealth levels 2012
Wealth per adult (USD): โข Under $ 5,000 โข $ 5,000 to 25,000
โข $ 25,000 to 100,000 โข Over $ 100,000 โข No data
Source : Steelcase Research on influencing factors for Gen Y in India.
9. Engaging Indian Millennial @workplace | 9
What does this economic difference mean if we
look at a level classification of Indian population?
The National Council of Applied Economic
Research (NCAER) report 2012 describes this as
the stratification of the population into deprived,
aspirer, middle and upper-middle and high-income
household in India.
The report highlights only 31 million homes which
you can compare to US. The larger population is still
in Aspirer and Deprived class. While with economic
development, the population in Aspirer category is
moving to Middle Class. However, the fundamental
experience of this Aspirer class cannot compare to
Gen Y of developed nations by way of their access to
disposable income. But it can be compared to Gen X
of developed nations because of critical experience
encountered by the Gen X of developed nations and
Gen Y of developing countries like India is usually
the same.
Cultural Differences
Essential experiences also stem from the cultural
background. Now if we look at Geert Hofstedeโs
Model. In India the high level of inequality of power
and wealth within society it is not imposed but
accepted as a cultural norm. Communication is very
guarded between the two classes, and people are
โIn terms of absolute numbers, at 426 million, India
today has one of the largest Gen Y work forces in the
world. While much research has been done on Gen
Y in the US, Canada and UK, comparatively little is
available on the Indian Cohort of Gen Y.โ.
Anjali Raina
Executive Director, Harvard Business School, India
Research Center
Entire country stratified by NCAER-CMCR 2010 annual income data
HH: Household; POP: Population; Figures: In million except annual income; Starta (In Rs.
Lakh); Total households: 240 million; Source: NCAER-CMCR Door-todoor survey
Indian income pyramid
Million HH (16 m pop)
Rich (Above Rs. 17 lakh)
Million HH (160 m pop)
Middle Class (Rs. 3.4-17 lakh)
Million HH (359 m pop)
Aspirers (Rs. 1.5-3.4 lakh)
Million HH (684 m pop)
Deprived (Below Rs. 1.5 lakh)
โข USA โข India โข China
Autocratic
(more distant)
Individualist
(loose ties)
Feminine
(similar roles)
Long-term
oriented
Short-term
oriented
Security
oriented (high
avoidance)
Consultative
(less distant)
Collectivist
(close ties)
Masculine
(distinct roles)
Uncertainty
tolerant (low
avoidance)
Geert Hofstedeโs model of
cultural differences
20 40 60 80 100120
10. 10 | Engaging Indian Millennial @workplace
careful about what they say to people of higher
status. People of this generational stratum are
collectivist in nature with strong ties with the
larger society.
In developed countries like US, social status does
not influence work situation, and people are very
open about their opinions regardless of hierarchy.
People are highly individualists and have loose ties
with society.
Economical Differences
The economic reforms in the 1990s led to changes
that impacted the nation in many different ways.
India today is Asiaโs largest outsourcing industry,
and the business outlook continues to be buoyant
despite growing competition. Reduced political
interventions, use of technology, is giving rise to a
generation that feels that businesses have a positive
impact on the wider society in which they operate.
In the US, GenY have witnessed instability in the
workplace, recessionary trends and layoffs. An
effect of this condition can be seen in the growing
unemployment rates. This trend coupled with stars
of the generation like Mark Zuckerberg of Facebook
or Andrew Mason of Groupon is leading many to
turn to entrepreneurship as a career.
Educational Differences
The Education System in India has a high focus
on academics with a standardized syllabus and
curriculum prescribed by a few boards or
regulatory bodies.
The US Education System focuses on the overall
development with a critical focus on extra-curricular
activities. While there is a standardization of the
curriculum, it is specific to the state Education
system in US. Specific behavioral traits in students
like curiosity, ability to think differently are
nurtured. In comparison, Indian Education system
is focused more on rigor of learning and academic
proficiency. The literacy rate in US is much higher
than in India, but owing to a broad base of the
population, India produces more educated people
per year.
Socio-Lifestyle Differences
In India, women who are working and actively
pursuing a career has increased significantly. This
shift in social trend began as a result of high influx
of population from rural to urban cities which led
to nuclear families. The need to support increasing
household expenditure and a new sense of freedom
and identity, previously uncommon in the social
structure led to a number of women joining the
workforce in new cities.
In US, the nuclear structure had always placed
women in the workforce to support an acquisitive
lifestyle. For Gen Y now an active consumer of
existential content, through channels like MTV,
the concept of Single Parenting/Motherhood and
Same-Sex Marriage has become common place.
School Violence, frequent breaking down of family
structures and growing stress on individual freedom
and expression also became dominant trends in the
social system.
Political Differences
In India, for the first time in decades, there is a high
public demand for accountability in the running of
Source: UN Human Development Report 2011
Global literacy rates
> 97%
90-97%
80-90%
70-80%
60-70%
50-60%
35-50%
<35%
No data
11. Engaging Indian Millennial @workplace | 11
the government. Aggressive and persistent demand
for more safety and empowerment of women,
reforms in education across primary, secondary
and higher education, and enhancement of
supplementary skills development seems to be the
immediate demand in Indian Politics.
In the US, there is a strong push to make healthcare
and education more affordable for everyone.
The impact of disasters like 9/11 has prompted a
demand for more a progressive mandate oriented
towards a cooperative foreign policy. An open social
agenda on issues such as abortion, gay marriage,
and LGBT rights is becoming a unified aspiration of
every state. Conservation of the environment and
natural resources, next generation of clean-energy
solutions to meet energy needs are also active on
the millennial agenda.
Synthesis
In a sense, the millennial have always known
economic growth and prosperity, but will these
expectations and behavior change in the face of
the unprecedented changes as talent become
increasingly mobile? We are yet to see the impact
of these changes the full force of this global event.
What becomes clear is that without a fundamental
understanding of Gen Y and what matters most
to this group, it will be difficult to develop high-
performance work systems and processes. These
functions together create environments that
energize workforce competencies.
Strategic HR is now delving deeper into these
complex social interactions that are fast replacing
routine work and how social aspects of the working
environment are becoming a significant influencer
of productivity. Gen Y, therefore, will increasingly
demand conditions created by organizations
that prevent silo-ed thinking, support continuous
learning, provide challenging and meaningful work,
and reward fairly.
Key Characteristics of Indian Gen Y
โข Still early years
โข Lower in emotional maturity
โข Hard Working and work focused
โข Strong in academic and technical know โhow
Key Similarities of Indian Gen Y with
Developed Nations
โข Technological Savvy
โข Work-Life Balance
โข Ambitious
โEmployee engagement is going to have significant
impact on the growth of organizations and the global
economy. Factors of engagement are changing with
change in generations. How are we focusing on
determining the characteristics which will enhance
employee engagement of the current generation
specific to developing economies like India?โ.
Bimal Rath
Founder and MD, Think Talent Services
12. 12 | Engaging Indian Millennial @workplace
Recommendations to Engage and Unleash
the potential of Indian Gen Y
Title conscious and peer pressure โ Creating a
role-based organization structure with quick
progression
Indian Gen Y employees are aware of their
designation and prefer to have elaborate
designations for an enhanced identity. Partly peer
pressure and partly ambitions, these designations
are important to them and define who they want
to be. Hence, organizations should clearly define
role and designation and state the path to a
rewarding role for quick progression. In dealing
with Gen Y, legacy and tenure are quickly being
replaced by clear performance metrics. The winning
combination lies in developing processes that start
the fresher-ers on career path earlier and equip
them to move to the next level quickly, allowing
them to experience multiple roles across the
organization.
Create a platform for high awareness and give
priority to ethics and moral value system
Gen Y is particularly resolute on the need for
various platforms that promote awareness
about systems, structure, and processes. They
need platform to be interactive and diverse that
promotes debates and discussions around topics of
importance and criticality. Gen Y has consistently
moved from closed traditional structures and
expects greater openness in policies centering on
the belief that sound ethics and a high moral value
code makes good business case.
Establish mentor programs with senior staff
Robust mentoring and succession planning helps
Gen Y employees understand that they are cared
for by the organization. There has been a huge
population influx to urban cities and nuclear families
are fast replacing the traditional family systems.
The desire of belonging to a larger institution is
prompting a need to identify socially with work
and organization. Mentors from the extended
family is now missing and employees are now
looking for mentors within organizations to fulfill
their need for recognition and development and
help them navigate the corporate structure deftly
with refinement, often helping in softer issues of
grooming and coaching. In the long run, this helps
Gen Y develop a stronger connect with
the organization.
Build managerial capability for continuous
feedback
Gen Y wants constant challenge and recognition,
and most often they want this to be seamless,
continuous and immediate. Managers will have to
adopt this as a fundamental practice and frequently
take the lead in using a different prism to tackle
everyday problems.
Equality is paramount โ ability & performance
are only acceptable measures so create
transparent policies
Perhaps no single value exemplifies Gen Yโs
expectation from an organization than the
persistent and universal demand for equality. They
are resolute in their support for equal opportunities
and practices and want bold and transparent
policies that complement this ethos. While Gen Y
accepts that organizations are not biased against
any particular generation, group or gender, there
need to be demonstrable evidences in the system
that promotes this belief. Having transparent
policies help in strengthening these principles, and
clear benchmarks in performance metrics allow
businesses to tap into the powerhouse of the Gen Y
energy, knowledge and potential.
13. Engaging Indian Millennial @workplace | 13
Constant skill development is essential to provide
opportunities for role rotation and multi-tasking
The constant need to stay relevant will compel
Gen Y to experiment with different roles and
opportunities. Most of them are keen to be
mobile not just across geographical borders, but
across various functional corporate structures
as well. Organizations will need to provide for
comprehensive training and development programs
that advance and drive specialist skills. These
programs will benefit an organization in the long run
as they will have access to a pool of talent consisting
of multi-skilled and highly experienced and dynamic
group of individuals.
Be sensitive to the potential for inter-generational
conflict and review policies to be responsive to
individual needs and aspirations
Lack of sensitivity and respect will undermine
engagement at all levels. Hence, it is important to
have documented policies on diversity and conflict
resolution. The most essential in preventing conflict
management is in encouraging managers to spot
conflict immediately and then equipping them to
have โpositive dialogโ by mediating quickly and
assertively. Empowering line managers with these
skills can help in reducing conflict and contributing
toward building respectful relationships across
the organization.
References:
Gen Y US Influencing Factors (From Steelcase Research)
https://www.cmich.edu/colleges/ehs/event/hss/Documents/
steelcase_workspacefutures_geny_usa.pdf
Population Distribution (Graph on Population Distribution
by Steelcase) http://bavariandays.steelcase.de/de/downloads/
Gen_Y_in_US_India__China_v10b.pdf
Gen Y India Influencing factors Gen Y (from Steelcase
Research) http://bavariandays.steelcase.de/de/downloads/
Gen_Y_in_US_India__China_v10b.pdf
BCG Report on Labor markets by 2025 http://www.bcg.com/
media/PressReleaseDetails.aspx?id=tcm:12-181684
Geert Hofstede Cultural Dimensions http://scholarworks.
gvsu.edu/cgi/viewcontent.cgi?article=1014&context=orpc
14. Reetu Raina
Organization Development and Learning Partner,
Amdocs (India)
A dynamic and visionary HR professional Reetu
is best known for driving change by connecting
business realities to strategic HR initiatives. She
has worked in various functions within HR โ from
a generalist to Learning and Development head,
leading organization development and talent
management. Her expertise spans various industries
ranging from Telecom, Banking and Financial
Services to IT. This varied industry exposure is the
bedrock of her skills as an HR professional with
a well-rounded approach to business and human
capital management.
A passionate facilitator and an enthusiastic coach
Reetu loves human psychology and organizational
sociology and is keenly interested in the unique
connection that the two disciplines throw to create
a plethora of behavioral patterns in the corporate
world. She often uses this perspective in creating
an employee-oriented, high-performance culture
that results in the development of a new breed of
dynamic, multi skilled and motivated workforce.
Reetu currently leads the leadership development,
talent management and learning at Amdocs (India).
An MBA in Human Resource Management, with
Distinction from University of Pune, Reetu is also
the recipient of Women Super Achiever Award by
World HRD Congress in 2012 and is a frequent
speaker at various global HR forums.
About the author