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First thing, You are not alone. I know many people who have learnt Hadoop technologies with the same intent that you have but left it after some time. I will mention few reasons why they have left.1) In India, many companies are service based and so while recruiting a Hadoop Developer, they are looking for a person who is also good at Java. As far as I know, many companies does not have Hadoop projects ready. So, these companies are thinking if they does not have hadoop projects, they want to use the resources for Java projects. This is the main reason why a person who does not have a Java background struggle to get into Hadoop jobs. So, to get into a job in service based companies, you might be good at Java as well.2) Many companies are either started working into Hadoop projects or have just trying their hands on to hadoop. So, they don't have requirement of many Hadoop resources as for other technologies like Java. So, there is a less requirement as compared to other technologies. In the interviews, they will ask from administration questions to developer and support questions as well because of the same reason that they don't have hadoop projects ready and so they really don't want to take a person with a particular skill. They look for almost everything about hadoop from the person appearing for the interview. Coming to getting a job in Hadoop, there are few things on which you should have good command on.1) Internal architecture of Hadoop1 & Hadoop2.2) Differences between Hadoop1 & Hadoop2.3) Basic knowledge of Installing Hadoop, the configuration files and the most common properties.4) Do a POC in your company or on your own and make sure to learn as much as you can from it. Use some tool to bring data into Hadoop (sqoop, kafka, flume), manipulate the data using MapReduce or Pig. Use it for further analysing the data using Hive or Use HBase for storing the data.5) If possible, try to get in touch with the BigData team in your company and move into that team. That way you will get hands on experience on using Hadoop before you actually look for the job. The Idea is use as many components as possible so that you will know how to use them in real time. Once you have got good knowledge about the usage of different components in your POC, you are good to attend hadoop interview.Once you start attending the interview, you will know what are the questions being asked. As you are already aware of your POC and is good in the above said topics, you can fill the answers for the unknown questions asked in the interview into your mind. In about 5-10 interviews, you are sure to get one offer.I don't think nobody has called you for an interview, you put your resume in naukri or monster, you are sure to get calls.All the Best.

A cloud-based ATS (Applicant Tracking System) is going to be your best bet, especially considering you want to keep HR documents safe and secure and considering the size of your company. Cloud-based systems allow you to keep your candidate data outside of the jurisdiction of the Patriot Act, meaning the information can’t be tampered with or monitored. Now, this won’t cover the entirety of your employee’s time at work, from health to licenses and such that you mentioned. However, hiring deserves its own platform to keep all of the data organized. Hiring is something that needs to be optimized constantly to be effective - not just when you are actively trying to fill an open position. For this reason, an ATS like Recruitee that streamlines your info and allows you to collaborate with all 30-50 of your team members is essential!I chose Recruitee for several reasons. One happens to be that I work with them and know how often they update the platform, as well as care about customer feedback and collaboration. In fact, they just released Recruitee 3.0 with a whole bunch of new features, like private team notes, a Slack integration, and notifications. Since you asked about HR documentation specifically, it’s important to note that Recruitee’s servers are secure, and you can upload candidate files (like CVs, resumes, and anything relevant really) right in their profiles.Here’s a free trial to test it out for yourself!

First off, don’t panic. It is not as unusual as you may feel and it is not as complicated as made out to be. I went through this almost 3 weeks ago, and here is the entire process that happened. I am, 24, unmarried, IT professional in Pune. I found this out on a Wednesday after I was late by 2 weeks. Got the Home pregnancy kit and it was negative. We were relieved, but decided that we need to check it again as there was a slightest of slight shadow of that other pink line. That was by far the smartest decision we had ever made. Next 3 tests on Thursday morning confirmed the fears. Then began the most insane Google search ever, we tried to figure out safe way to end it. By afternoon, we found out the nearest, highly rated hospital to get the process started. The first hospital balked at us being unmarried, young, clearly from different religion. We were scared and they took down the name, address, office where we work and shoed us away saying they don’t entertain unmarried folks. We questioned them that they wasted hr., caused us anxiety, when they could just have told us straight up that they don’t want us. Since they have our name, we can’t do anything about it and the "doctor" "graciously" told us that he is giving us free consultation! He directed us towards a place which 'may entertain our special case". First question to ask before you share your details: Do they entertain unmarried cases. The next place (the place we were referred to), it was shabby but the doc and his wife (also a doc) were very professional. They told us to get a sonography and come back with a report. The sonography person was an ass, since the preg was barely 4 weeks old, it was not detectable. This was blamed on my being fat. Since the fat layer was so dense h couldn’t get result through external or internal ultrasound. (BS much!) We paid 1100 for the test and 400 for the blood test. The doc obviously asked us to wait for another week, get the sonography again and once the location of fetus is known (it can be either outside uterus or inside0, he would give us the pill. That was 500/- cash for the doc, without receipt.We waited a week, thought and overthought it all, so much so that we each took random day off office and read every bloody story on the net. My guy was particularly careful about not letting me lift anything heavy, or doing anything to cause any pain. It was endearing and scary at the same time. The no receipt part freaked us out so we went to another hospital post the sonography (new place, 800/- and very professional). This was specifically mother and child place. The doc was an MD and she was the coldest human being on earth. She confirmed the test, asked us to sign forms, took ID s of both me and my guy, took consent confirmations and gave the pill subscription. We asked her what to expect she said it’s going to bleed, there will be pain. I asked her, when I will join work, she said within few days. We even asked if we should come back in case of heavy bleeding or any issues (Thanks to internet, we knew this to be a pain point) she said it’s obviously going to bleed for 4-14 days. Do not come before that. I swear to god, she did not help in any other way. Because they were giving bills/receipts and were an establishment with some hierarchy and if something gone wrong (we were sure it was going to go wrong), the place will be able to handle it. So we took the first pill on Wednesday. No issues faced. There was slight cramps in the tummy but that could have been anxiety. The next pill was taken on Friday night. My guy cleaned out the room, the mattress, the bed sheet. It was the one thing he could control and he did it. We took the pill around 10-30 pm. Keep water, some candy , comfort food , pads and hot water bag handy. The hot water bag was the most important thing. Nothing happened for 2 hrs. we took one painkiller with 3 pills from Mifegest. Around 12-30 the bleed started. It was regular period stuff. Nothing worrisome. Around 2am the cramps started, the hot water bag eased it a lot. This continued till 4 am after which we just fell asleep. Morning was almost like any other period day. No lumps or anything coming out. We took the next pill with another pinkiller. Saturday went off with no fetal matter exiting me. Sat night, I slept soundly. Sandy the lumps started flowing out, again manageable with slight discomfort. We even went for a walk on Sunday. Monday we took leave from work and by now the flow had become minimal. There were few big chunks on Sunday night, they were gel type stuff usually experienced during menses, just a little bigger. I was back to work on Tuesday. The flow continued till Thursday but life was back to normal on friday. We went in to test again after a fortnight, nd got the all clear from the sonograhy guy. The cold doc asked us to come for a consult after the sonography and today it will all be over in all honesty. My case was 8 weeks , treated with MTP and closed without any comlication. Be strong and know that it is okay. The stories online are sometimes way too horrible. It is not the case always. Thecost for the entire thing with sonography came to 8500. India is very friendly about this, if we overlook the social stigma. The emotional tool will be heavy, be clear about your decision and do not hesitate to ask for help. Few positive stories online helped me through, i hope this answer helps you. Feel free to signNow out via comments and I will answer your querries.Dont worry, you got this !

Billy Connolly, the famous Scottish comedian, had a joke about buying shampoo. He went into a shop and discovered hundreds of different brands, types and varieties of hair products, and it wasn’t even clear whether some of the bottles were shampoos or not. And he yearned for the days when “you’d go into the shop and ask for a bottle of shampoo, and they would give you one.”This joke tells us a lot about what is wrong with the job market and why it has become such a minefield for job-hunters. The workers and job-seekers are the shampoo, in case this isn’t clear. 50 years ago, a company needed a typist or an engineer, or a school needed a teacher, they would advertise for one. And if you had the right qualifications, you could apply. And they would pick one. And normally that person would do fine. You had a job, the company had an engineer, the school had a science-teacher, or whatever. Everyone was happy.Today, every company is convinced that they are special: “we don’t just need any shampoo, we need a moisturizing, coffee-scented, dark green 2-in-1 shampoo/conditioner for brittle shoulder-length blonde hair.”However, since they know that maybe they won’t find exactly what they want, and who knows, there might be one exceptional lemon-scented shampoo that would be just as good as a coffee-scented one, they don’t put all this information in the job-advertisement. In fact, they say something like “we need someone with a degree who is interested in having an exciting career” - although they are not always quite that specific.So everyone reads the application, realises that they may be eligible, and because they are desperate, spends maybe a day applying, writing a cover-letter, filling an online application form, and so on.And so the company gets 231 applications for one job, and the hiring manager simplifies her life by discarding 80% of them based on what are, essentially, really stupid criteria - typos, CV formatting, the first line of the CV, and so on. These are “stupid” criteria because they tell you nothing about the candidate, only about which source of advice the candidate has used to complete the CV, and who has proof-read it for them. If you are looking to hire someone to a senior position, then probably their ability to proof-read their 120th job-application-cover-letter for spelling-typos should not be the first criterion you use. If people have a typo in their CV, maybe that’s a sign that they are trying to optimise it for each specific job, surely a good sign of strategic thinking that should outweigh the negative of slightly imperfect orthography.But there are so many applications that the HR manager needs to find some way to eliminate say 221 of the 231 candidates. And giving serious consideration to the potential fit of each person for the specific role just isn’t realistic. (future AI might change this, even today possibly AI’s ability to sort through vast numbers of applications might outweigh its inability to deeply understand each one).Let’ say that they eventually interview some of the candidates, for the sake of argument, 10 of them. So now, each of these candidates will give up a day for the interview itself and often signNowly more time in preparation, reading up about the company and so on. Because to not have researched the company could suggest that the candidate was just applying to lots of companies rather than having a specific life-long interest in this particular company, which would be enough reason to exclude them - after all, if you’re not willing to invest a week of your life for a 1 in 231 chance to work with our company, are you really the type of person we want to hire?But do they really have a 1 in 231 chance? Or now a 1 in 10 chance?Of course not. Because a lot of HR departments these days pretty much exclude anyone who actually applies for many roles, on the Groucho Marx logic that they wouldn’t hire anyone who would want to work for them. Or more precisely, because, by virtue of applying, that suggests they must be desperate (well, at 231 to 1 odds, they have a point), which means their career mustn’t be going very well, so they mustn’t be all that good. Etc.And so, they go and look for “passive” candidates. Find someone who’s happy and successful in whatever job they’re doing, and try to tempt them to come and work for you instead. What a great idea! Literature is full of characters who refused to accept any of the single, available suitors and insisted on chasing people who were married instead. Predictably, that usually worked out pretty badly. And so some genius decided that HR should try the same experiment. It may be in the short-term interest of the hiring manager, a few high-visibility candidates may benefit from it, but the long-term impact is just very negative on everyone, especially on the people who were working with the passive candidate in their previous company.But even more especially on those job-seekers who have put so much time and effort into their application and interview only to find out that in fact there was never any real chance of them getting the job at all.Or more likely, never to find out anything - because these days, rather than sending rejection letters like we got when I was in college and we were all applying for our first jobs (PFO’s and occasionally just FO’s :) ), many companies just ghost - you never hear from them again, you have no idea if the role has been filled, if you’re still a candidate, or whatever. You don’t know if you should apply for other vacancies with that company, for example.You can argue, of course, that the good candidates will eventually find a job. But the problem is that many don’t, and there is no guarantee even for the good candidates. And so the whole process is highly stressful.Part of the problem is with statistics. You’d think that if you’re a good candidate and you just keep applying, one day you’ll get lucky. But that’s not how it works. Let’s say you apply for 100 jobs, and for each job you have a 1% chance of being hired. So you’d think “OK, 100 applications is a lot of work, but I’m pretty sure to get a job at the end of it all, right?” Well, no. Because that’s not how statistics works. Even if you don’t have any systemic problem (e.g. your shoes or your tie or your grey hair or some standard answer you tend to give is putting interviewers off, but they don’t tell you why, so you never find out), lots of low-percentage chances do not ever add up to certainty. In this case, 100 applications with a 1% chance for each one, the odds are less than 2 out of 3 that you will get a job.How can it be right for job-seekers to have to go through this minefield just to feed themselves and their families? How can it be right that experienced, hard-working, qualified people who can definitely do a great job, cannot find a job, even in markets where employers claim there is a shortage?Equally, how can this be right for people newly entering the job-market and desperately in need of income to pay off their college loans? Or for parents returning to work after career breaks to raise a family?How can it be right that so much of the creative energy and intellectual effort of so many people, energy and effort that could be used for so many great things to benefit society, goes into this game of competing just for the right to work, to this charade in which everyone knows that everyone else is pretending, but still the rules state that you must stay in character or you are expelled from the game?How can it be “normal” that the process of finding a job requires so much time and effort and offers so few guarantees?I have some ideas, which I’ll share. But first some personal perspective.From the tone of my answer, you may assume I’m a very angry job-seeker, frustrated at the lack of progress, feeling powerless to do anything. Actually, nothing could be further from the truth. I’ve been lucky enough to never be unemployed, and when I have, during certain periods, applied for jobs, I’ve found the system treated me very well. Most of my applications got replies, and I got several interviews, in which I met very interesting and friendly potential future-colleagues and truly got a chance to convince them that I was the right person for the job.Any HR people I interacted with were super-helpful. I know I’m part of a privileged minority thanks to my qualifications and experience, but I also truly believe that the flaws in the current system are not the fault of HR managers anywhere - they are victims just like the rest of us, struggling to do a tough job in a system which needs to be re-thought for the third millennium.My real perspective is that I’ve been involved in hiring, both in my previous job (in a multinational) and in my current role (in a start-up). In both cases I’ve been shocked at the extraordinary number and quality of applicants we got for each position, the amount of work they put into each application, and the number of truly great candidates that get rejected for every one who is accepted. I really wanted to write back to the candidates we didn’t hire and tell them that they were really great (well, most of them) - but I couldn’t figure out how to do that in a way that didn’t sound like a very well written but insincere rejection letter (“it’s not you, it’s us!”) …It is so utterly wrong that such qualified, competent people should have to enter such a lottery to get a job.We need a system in which companies stop looking for some needle in a haystack candidate, and instead, to paraphrase Billy Connolly, when you need an engineer or an accountant or a salesperson, you just ask for one, and they give you one. For example, you put your name on a list to which qualified candidates (say chemical engineers) can sign up and be validated, and the next company who needs one takes the next qualified candidate and pairs you up - so that a person putting their name on the list knows that their turn will come and they will get a job.I know systems like this work for jobs like nursing and teaching in some countries, but apparently it’s not appropriate for hiring middle-managers – because obviously securing a 3% increase in sales in North Dakota is far more important than taking care of the sick or educating our children …And sure, if they prove incapable of the job, you can replace them - but mostly they won’t - after a couple of months working in the company, they will fit in fine. In those first months they will have the time to learn 90% of the things that today are on the list of exclusion criteria for HR, for example “no GMP experience” or “familiar with our budget software” – instead of trying to find the needle in the haystack, just train the person up on things like that, it’s not rocket science. The cost of this will be far less than the cost of the HR and recruiting effort to find a candidate who ticks all the boxes. And working with someone for a month will tell you a lot more about them than any interview, no matter how sophisticated.Why will this never happen? Because the idea would scare the hell out of recruiters … and the irony is that they too face the same dilemma that everyone else faces - if the company decides to downsize the recruiting department, then they are forced to re-enter the lottery of applying for one job with 500 applicants if they want to pay their rent or feed their families.Without pretending to know the perfect solution, I think we can say that the current system is just plain wrong.(note: this was mostly posted first as a comment in response to another answer, but I realised it was actually an answer in itself, so I’ve chosen to repost it somewhere where people can actually see it!)PS It is crazy to think this, but I truly did hesitate before posting this, because with the checks that are run on social-media these days, just writing this answer might end up causing me to be excluded if I were to apply for some role in the future. But then again, maybe it will help … who knows?ADDITION/EDIT:One topic that comes to mind reading all the replies: A lot of job-applicants would really benefit from getting honest feedback about why they didn’t get the job. I mean, real specific details, like “you didn’t seem well-prepared, you couldn’t even name two of our products”, or “you arrived late for the interview, that is a no-no for us”, or “there’s a photo on facebook that appears to show you smoking a joint” - in addition to more standard things like “you were a good candidate, but we found someone better, more qualified, with more experience.”Unfortunately, it is very difficult for HR/Recruiters to give a candidate this kind of feedback, even if they truly want to help the candidate. Because in this world of “no good deed goes unpunished”, there is the risk that the candidate will respond aggressively (“that wasn’t me in the photo - so I want you to re-open my application!”) or even make a legal challenge (“you cannot legally exclude me for not having 5 years of experience, that is ageism!”) or whatever. Not real examples, but you get the idea. The result: applicants rarely get useful feedback, and potentially continue to be excluded again and again for the same reason.I have often wondered if there is a solution to this. Especially for cases where the reason is something blatant and fixable (social-media content, inappropriate attire, typos, …), wouldn’t it be good if the person rejecting the application could provide helpful feedback to the applicant with no risk of reprisal.The applicant would have to promise not to use any of the feedback against the employer in any context. Even if they believed that it was discriminatory or unfair or even false. Yes, this seems wrong, but the alternative is even worse - we shouldn’t let the perfect get in the way of the good.Perhaps an intermediate agent (e.g. a state-body) could be involved, could collect the feedback and share it, so that it is not the company who has to deal with the legal and logistical questions.As humans, we learn best through feedback. I believe this scheme would be extremely powerful, and would perhaps even start to help address the problem many applicants feel of being constantly rejected and never knowing what they need to change to get accepted.I don’t in any way think it would be trivial to make it happen - but the problem is big enough that maybe it’d be worth trying.Interested to hear any ideas about this in the comments below!

IntroductionThe importance of emerging economies like India has been rising due to the dual reasons of economic reforms in many of such emerging economies and the fact that the growth rate in these countries has far exceeded that of developed nations. An indicator of sound economic activities in India has been a steady robust growth in air traffic in the last few years.Last year, airline operators in India handled a total of 117 million passengers, registering a growth of 17% on a year to year basis. The remarkable air traffic growth is evident from the fact that in 2010, the traffic volume was 50 million passengers- just half of the traffic in 2017!In April 2018, six Indian airline operators with a fleet of 534 aircraft handled 11.5 million passengers registering an unprecedented growth of 26% over the corresponding month in 2017.India has its inherent massive volume of people who want to fly. Besides, India has an ideal strategic location geographically to connect Europe and Far East Asia. This gives a tremendous opportunity for India to become a major global hub to such places like Dubai and Abu Dhabi.Thus, India can be a big provider of trained personnel for aviation in terms of engineers and pilots and even cabin crew as Indians have a traditional service mentality. India can be a huge exporter of services as well, in terms of maintenance, repair, and overhaul (MRO) services and other things like ground support, security or IT. So, India is certainly an aviation power. There cannot be any doubt about that. There is no way for Indian airlines not to become global airlines. Indian airlines have to be global because they have much inherent strength like a strong and surging customer base. Aviation analysts believe that there is no reason why India's traffic should be making Mid-East or Far-Eastern airlines the global airlines and why India should be only supporting and strengthening their airlines and their hubs. Finally, Indians would have to make worldwide airlines and global hubs. With better policies in place, India is destined to get there eventually.There have also been some infrastructure shortages because of the phenomenal growth India has seen. India has a total of about 400 airports/airstrips and heliports and out of this figure, only 129 airports are being operated by the Airport Authority of India. Remaining facilities are non-functional but have tremendous potential for utilization in the coming years. The government is putting a lot of effort into building new airports. Then the Udan scheme aims to connect Tier II and III cities which were never on the aviation sector map. During the last 75 years, only 75 airports were connected. In another 3-4 years, other 70-75 airports are expected to come online.With the anticipated growth in aviation, more and more aviation professionals will undoubtedly be required. Apart from the crew on the flight deck of an aircraft, the engineers and technicians will form the core of the manpower requirement of an airline. All other manpower in ancillary areas will revolve around this core. All stakeholders must put in place several initiatives to build up a pool of skilled professionals to help drive the industry. Therein lays the significance of processes of HR practiced in the aviation industry. All aspects of HR management – from recruitment to retirement- need to be studied.To study the HR processes in an aviation organisation, the overall sphere of aero-space in India needs to be understood first. This can be broadly classified under different heads. This includes airports, ATC, airline operations, MRO services, and ground support. This also includes space research, production and related R&D the discussion of which is beyond the scope of this study. However, each such area demands a unique set of skills, knowledge, and workmanship – mainly attributed to the vastly varied nature of jobs therein. The most signNow point being emphasised in the context of this paper is: ‘All these areas use Manpower that is Human Resources'. Against this backdrop, HR processes in any organisation in general, and an aero-space organisation, in particular, need to be studied.There are certain facts which cannot be ignored while discussing HR in aero-space sector. One signNow one being: ‘Every job created in air transport results in the creation of six new jobs'. Given the growth of Indian aviation, it has been estimated that aviation manpower in the country may rise to nearly 0.12 million in the current year. That is, indirect and induced employment will be at least six times the direct employment.Case Study. IndiGo and Spicejet (i,ii)IndiGo• Named as Aon’s Best Employer for the year 2016 and 2017• Market share of 49% as of May 2019• Comprising a robust fleet of 234 aircraft: 83 new generation A320 NEOs, 128 A320 CEOs, 18 ATRs and 5 A321 NEO serving 55 domestic and 18 international destinations.Spicejet38 mainline Boeing fleet for key destinations and 24 Bombardier fleet for regional connectivity in tier II and III cities and also under UDAN scheme. Flying over 18.1 million passengers annually across 56 destinations, commanding a domestic market share of 12.04%. It saw employee strength increased from 6,902 in April 2017 to 8,447 in March 2018.Observations.Both IndiGo and Spicejet have grown steadily over the last four years. They have added several airplanes to their fleet (Capacity Increased); added several new flights and destinations. Their aircraft have flown millions of hours as indicated by their respective expenses on fuel. Consequently, their Incomes have increased. Unfortunately, the employee benefits expenses shown in their books do not reveal a similar proportionate rise over the period. This indicates that these companies did not invest in their HR resources as anticipated. Both these companies plunged into losses during the current year.It is not enough to increase salaries at regular intervals. It should be necessary to make sure that such a CTC increase is in a legitimate proportion of the Company's turnover. The poor employee should not be forced to bear damages arising mainly due to incompetence on the part of the management. Two recent instances – Jet Airways and Air India – have revealed the disastrous consequences of not following such a policy.HR Processes in an Aviation Organisation.The aviation industry is a specialised one. Employees herein are needed to be highly skilled and quality conscious. There are mandatory legal requirements regarding the airworthiness of an aircraft and certification of engineers and technicians working on or inspecting an aircraft. However, the requirements of engineers and technicians cannot be directly met from the products available from Engineering Colleges and Technical Institutes.Furthermore, 3–4 years of experience in the aviation industry is a pre-requisite laid down by Civil Aviation Departments all over the world for obtaining a license or approval to work as Engineers or Inspectors in an aviation organisation. Hence planning of engineering manpower requirements well in advance is a must for an airline. One objective of this paper is to discuss the long term planning for engineering manpower resource in an airline.Human Resources are the employees of the Company who are the driving force for growth and efficiency and form the greatest asset of the Company. A company should try to sustain a strong culture of positive working relationships between its employees and recognize the fact that the success of the Company is deeply embedded in the success of its workforce. As such, it must honor certain obligations towards its human capital. It is the duty of the employer to protect the human rights of its employees, including the right to equal opportunities, fair working conditions and protection from discrimination.Figure 1 shows a possible analytic solution for HR issues that an organisation may like to adopt. It includes identification of the problem, its possible solutions, and the prevention of more such problems in the future.The Company must believe in enhancing the skill-set of its employees so that they can embrace the emerging technologies and the ever-evolving, dynamic world of aero-space. To accelerate the learning capabilities of staff, the Company must invest heavily in various learning and development interventions. The employees may then be expected to be deeply engaged, committed and work with enthusiasm. This forms the basis of employee motivation. It continues to be the key indicator to measure employees’ involvement and dedication in the organisation.Challenges Faced.While emphasising the backdrop of this study, this paper attempts to identify the various challenges faced by the different forms of an aero-space organisation. It tries to spell out those challenges, identify their origins, causes and suggest possible solutions.Questions which a Company normally faces while running an aero-space business in India:• On the feasibility of doing an aviation business• On continuance of existing business• On dealing with complex regulations• On expansion and diversification• How to stay in sync with market dynamics• Incorporate or develop new technologiesTo address such issues, the management apart from investing in land, building, plant & machinery invariably have to turn to its available HR strength without which the business cannot be sustained. Herein the challenges faced by the management are:• Attraction and Retention of Talent• Poaching• HR fringe benefits• HR welfareEmployee Recruitment.The case study of Taj Hotel in Mumbai after the 26/11 incident highlighted the recruitment policy of the company. Herein, the employees are not judged by their grades obtained at the school, but by their aptitude at the time of their recruitment. (iv)Taking a clue from the Taj Hotel recruitment policies, an aviation industry should signNow out to tier II or tier III cities and villages instead of metro cities only. Formal school or college education may not be necessary, but they should look for the right attitude towards life in the aspiring candidate. Apart from this, the organisation may not have to look further. Sons and daughters of current employees may be given preference. Besides, the organisation must ensure that one senior employee grooms at least three other fresh recruits in his section. Even in his absence, the job can be carried out. Thus, no employee should be made indispensable.The industry needs to adopt a "life-cycle" approach to attract, develop and retain talent in the aviation sector. These include manpower development and retention programs at all stages of the career, including pre-employment training and up-skilling on the job.The organisations should encourage aspirants in a structured and well-calendared manner to develop and deepen their specialist skills in aviation, maximise their potential and enhance their employability in the evolving sector.Employees’ Expectations.Most of the research done on HR has concluded that every employee in an organisation anticipates just three basic ingredients in his job: an appropriate salary, job security, career growth prospects, and above all, motivation. To successfully address the challenges mentioned above, the management of the organisation only needs to take care of these factors. Here are a few suggestions:The salary part, its structure. The ideal cost-to-company (CTC) of an employee has to be a judicious balance between –1. The value of the job done by the employee2. The commitment of time and energy of the employee for the CompanyAnd1. The promoters’ investment2. Labour Laws’ directives: Minimum Wages Act, Bonus Act, Gratuity, PF, etc.3. A productivity linked incentive (PLI) as some percentage of the Company’s turnover4. Insurance to cover medical exigencies5. Maternal/paternal benefits6. Matrimony benefitsGrowth Prospects.Every employee understands fully well that his career growth is directly linked with the growth of the Company. His life and his social status grow if the Company grows. He, therefore, chooses to work in an organisation which shows some visible signs of growth. The organisation should take note of this and genuinely try to grow its business. This usually takes the form of expansion or diversification. This is one of the most effective ways to retain employees which prevents any chance of poaching by competitors.Employee Retention.Having fulfilled all the necessary conditions for the employee welfare, the Company may then afford to relax. Even the issue of poaching will be rendered ineffective because nobody is indispensable. The employer shall draw satisfaction from the fact that the leaving employee will carry and promote the company's brand forever wherever he will join. Besides, the prosperity of an employee is also one of the social objectives of the company. The employee while considering switching jobs will be reluctant to risk his career. The risk being: he may not command the same respect in the new company. However, the employer still needs to guard just one aspect of HR – motivation – under which every employee becomes willing to apply his body, mind, and soul to his job and his company only.Employee Motivation.The case of Jet Airways deserves even more mention here in the context of HR in aero-space. Jet Airways has gone bankrupt; most of the personnel from the top management have left Jet Airways in the lurch. Only the employees of Jet Airways today stand firm to support Jet Airways in its hour of crisis. The investments of Jet’s promoters made in the number of its metallic airplanes since its inception 25 years ago went awry. But the investments Jet had made on its Human Resources made of flesh and blood did come to its rescue. The returns from such investments have turned out to be priceless. This makes an observer filled with an overwhelming sense of awe and belief that all is not yet lost for Jet. This is precisely what the power of employee motivation is. Jet’s employees derived strength from their motivation which enabled them to offer to revive the Company. It is left up to the Jet’s lenders now to decide. (v)Drawing lessons from this story, an organisation must encourage its employees to live healthily and work safely, both within and outside workplace. Healthy employees are more productive, more motivated and live with the proverbial peace of mind. The organisation generally considers many steps in this direction. However, in view of arresting any likely employee unrest and its disastrous consequences, this paper suggests some ‘must-do' steps.Steps Recommended for Employee Motivation.Justification for HR be supported as a necessary investment rather than an overhead. This be the lesson drawn from the story of Jet.The recommendations being mentioned in this paper pertain to:• adherence to applicable laws and to uphold the spirit of human rights• decent labour practices for its employees• a grievance redressal procedure to address concerns, if any, about Human Rights• a gender-neutral approach while dealing with complaints and grievances to ensure a conducive, safe workplace for ladies employees.• Ensuring internal job postings whenever they fall due. The workforce of the company may find avenues to grow professionally outside their regular work areas.A regular recognition or appreciation program to identify the "Best Employee of the Month" may be introduced through an automated process to ensure timeliness, flow, and control of the program. A large number of people may thus be motivated to strive harder. Similarly, some sort of “Long Service” or "Lifetime Achievement" award should be introduced from time to time which could be received with increased fervor; hundreds of employees may come within this ambit and find a place on the pedestal.Employee Stock Option Scheme: It is administering the issue of stock options to eligible employees of the Company. Spicejet has already done this.The Company should encourage its employees to advance their careers through several learning programs. To promote the same, the Company may introduce some sort of Earn and Learn Programme (ELP) or any similar sort of online distance education program preferably in association with some recognised educational Institutions. It may extend financial support to employees, their spouses who may avail exclusive discounts on course fees for pursuing higher education. Spicejet has done this along with Amity University.Spicejet has already led the way by showing an encouraging trend, namely, working with employees, unions, and activists to develop “Learn while you earn” program, for Ground Operations Specialists and Customer Service Agents. This, to a great extent, helps:- to meet the aspirations of aviation workers who wish to further their academic studies- identify and support the development of potential leaders and specialist talents, who wish to take up part-time masters or Doctoral courses.- to prepare scholars to take on management roles or to become subject matter experts in their field.The employees should be encouraged to voice their concerns by way of whistleblowing and be given access to the vigilance Committee which looks after the implementation and proper functioning in the Company.In its endeavour to automate and digitise employees’ operations, a state-of-the-art HRMS solution should be implemented whenever possible. The new solution should be introduced to automate recruitment management, document library, workflow management, on-boarding process, time tracker, attendance, leave and rostering management, timesheets, reimbursements, claims and other HR processes.Conclusion.To achieve such an ambitious target, all stakeholders – Government, companies, regulatory bodies, R&D establishments, academic institutes, and training providers- must come together with a coordinated plan of action. This can only be achieved through the preparation of an occupational map and setting up of skill delivery mechanisms. Thus, both the horizontal and vertical mobility of HR resources in the aerospace sector of India can be ensured.In India, lack of HR training is one major safety issue. Worldwide training program for skill development and for enhancing the knowledge and to follow good practices is operators' responsibility. But unfortunately, in our country, no operator wants to have a training program unless the same is made mandatory by the regulator. For example, engineer's refresher programs are mandatory so are being conducted but no formal skill development is available for technicians and other staff. We need to have a comprehensive look at the training program as well as training incidents and training instructors.To sum up, it is now time when we take the issues of HR factors in aviation seriously and make Indian aero-space flourish. It is a time when all stakeholders begin thinking of disruptive changes and build institutions around technical knowledge competence and adequate empowerment to the workforce.One should not be complacent with the growth in air traffic as increasing activities in the skies also demand adequate mechanisms of HR. Along with the growth in the aviation industry, it is equally important that adequate safety oversight and supervision mechanism are in place. However, on this front, the efforts and determination by government agencies as well as the aviation industry have not been adequate.References.i. The Preferred Airline. Investor Relations, Financial and Operational Information | IndiGoii. Spicejet. FINANCIAL INFORMATION. http://corporate.spicejet.com/Co...iii. Over 80% Indian engineers are unemployable. Over 80% Indian engineers are unemployable, lack new-age technology skills: Reportiv. The Ordinary Heroes of the Taj Hotel: Rohit Deshpande, 2012 The Ordinary Heroes of the Taj Hotel: Rohit Deshpande at TEDxNewEnglandv. Jet Airways Revival: Solution Found; The Ball Is In SBI’s Court Now. Jet Airways Revival: Solution Found; The Ball is in SBI’s Court Now

Here are some scholarship exams you can appear for(all the scholarship exams mentioned here are to study in India).You can apply for these examinations if you are a student or completed your higher secondary(class 11 and 12).1) All India Youth Scholarship Entrance Exam 2018AIYSEE (All India Youth Scholarship Entrance Exam) scholarship is also very unique in nature and offers for many streams. The student can apply for this scholarship to pursue courses in any streams. Students who have passed the 12th exam or pursuing their 12th can apply online for this scholarship. AIYSEE conduct their ow...

It happened with me and all of my team mates when we had a transfer to a sister concern.My still team mates are still fighting this problem.My transfer has reflected on EPFO portal.So …I don’t believe in being nice. I wrote a nasty email to our HR, F&A guys. They gave me scanned copy of Form 13 that I had submitted along with all other relevant screenshots.I filed a RTI attaching the scanned PDF’s my HR contact gave me. My transfer details were updated by EPFO within 3 days of receipt of my RTI application.Moral of the story …In India all kinds of administration, be it government or corporate, refuses to work unless you threaten them with legal action. Sad, but that’s the way it works.

Kruze Consulting has worked with over 1000+ startups and has helped set up numerous HR infrastructure systems. HR is a not a luxury, but an essential component of any startup’s foundation. It doesn't matter how awesome your product is; poor hiring, an unproductive culture, and stagnant employees can sink the company in a hot minute. Below we've provided a suggested list of software, processes, and procedures to help startups navigate the HR landscape. Caveat: if you can afford to put the later stage processes in place sooner rather than later, you should do it!The Essentials: 0 - 7 EmployeesPayroll & Benefits, Gusto: simply the best.HR Management Platform, Zenefits: Still our #1 recommendation for managing employee offer letters and PTO. Its seamless.Communication, Slack: essential for office and remote workers alike.Employee Recognition, Bonusly: improve collaboration by allowing your employees to reward each other (via Slack)Harassment Training, ThinkHR: yes, you need this right from the start.Background Checks, Chekr: don’t get surprised. Do you due diligence and check for red flags with Chekr.Feedback, Google Forms Anonymous Suggestion Box: sometimes employees dont feel comfortable asking certain questions or notifiyng management about situations. This gives them a voice.Basic HR Advisory, Kruze Consulting: everyone has questions about which health care plans to pick, what other startups are doing, and best practices around hiring and firing. Kruze has all the templates and can help.The Growth Phase: 8 - 40 EmployeesNew Employee Orientation, Lessonly: when new employees start at Kruze, their first learning stop is Lessonly. Its critical for new hire orientations, as it documents all of our internal procedures and allows for bespoke lesson plans and custom video uploads. But here’s the kicker: it has quizzes at the end of each module so that we can hold folks accountable to the curriculum.Continuing Education, LinkedIn Learning (fka Lynda): Seth Godin rocked my world in a seminar about how we have learning all wrong: homework should be done at school, lectures should be done at home and performed by THE world expert. Why or why would you have your best excel jockey in the company teach everyone else when you can have the best Excel Guru in the world teach your team on LinkedIn Learning?401k Plans, Guideline/Gusto and ForUsAll: most Seed Stage startups don’t offer 401Ks, but after a Series A many management teams will start considering it. By Series B, you should definitely have a 401k in place.Employee Handbooks, Gusto: Gusto’s amazing DIY handbook tool is great backbone, but you’ll need an advisor to refine company specific policies and procedures that aligns with your company’s core value system.Robust Health Benefits, Zenefits or Gusto: make no mistake, if you want to hire top talent you now need to offer top benefits. Now is the time to up your Silver and Gold packages to Platinum. It’s also time to consider an FSA or HSA. Some cities, like SF, require that you spend a certain minimum on each employee’s benefits and report on that compliance (known as the SF Health Care Security Ordinance).Tuition Assistance Programs, Tuition.io: companies like Tuition.io are revolutionizing the way employers can help free their teammates from the shackles of student loan debt, driving loyalty and retention in the process.Commuter Benefits, Gusto: if you have a 20+ employees and are based in SF, you are required to provide up to $260/mo in pre-tax commuter benefits. Other jurisdictions have similar requirements. But even if you’re not in SF, its a best practice to provide this benefit for your team. Kruze can help you set up commuter benefits and maintain compliance.Intermediate HR Advisory, Kruze Consulting: How much should I be paying my new VP of Engineering? How much stock should I grant, and what type of ESOP should I offer? Kruze has the answers.Project Based Grading Systems, Kruze Consulting: one of the biggest complaints that we’ve heard from employees is that they’re not getting enough regular feedback so that they can improve their performance and get ahead in their career. Kruze has template frameworks to help you create project based grading systems. Think “Hey Jane, this project that you completed was a B+ because you forgot to do XYZ. You’re so close, and I’m sure we can get you up to A+ work on the next project.” The results we’ve seen after implementing these controls were immediate: on the subsequent projects, employees knew exactly how to improve and they did. A big win for management and employees alike.Performance Reviews, Lattice: quarterly or biannual performance reviews are important to your employees growth and the well being of the company. Biweekly 1:1 meetings should also be implemented and documented. Lattice organizes the review process in an easy to use online interface and Kruze can help you build the appropriate questions that management team should be asking of itself and its employees.Recruiting Management, Greenhouse and Google Hire: these amazing pieces of software helps you manage the recruiting process and collaborate with your team. Some of the most frustrating parts of the recruiting process is organizing resumes, coordinating schedules, and quantifying the interview process all in a timely manner. Greenhouse and Google Hire handles all of this.Event Planning, Blue Barley: allowing your team to bond outside of work is important. But finding and booking creative events can be difficult. This is where Blue Barley comes in.Recruiters: your time is best spent doing what you do best. Yes, recruiters are expensive but they cut the search process dramatically. Kruze has an extensive network of recruiting professionals that we can introduce you to depending on the role that you are looking to fill, including companies like Triplebyte and Avra.Gifts, Bouqs and Minibar: if your teammate has done something awesome, really reward them with flowers from Bouqs or booze from Minibar.Say Something Positive: words can go a long way. Make sure that your managers are routinely saying positive things to their teammates. There are plenty of apps out there that can help randomly remind them.Swag: you haven’t really made it until you have your startup’s logo emblazoned on a Patagonia. Sports Basement has the best pricing and service. For other bougie swag, see Clove & Twine. Business cards are going the way of the dinosaur, but if you must, use Moo.The Enterprise: 40+ EmployeesPEO (aka Professional Employer Organization): PEOs are companies like Justworks, Trinet, and Sequoia. They are “all-in-one” payroll and benefits providers that are able to provide more favorable benefits plans because they have a much larger group policy. Don’t be fooled though, their Service Cost is 10x+ the price of Gusto, and most the time any cost savings you got on the health plans is more than washed out on their monthly Service Costs. At least until you have scale. Kruze recommends that you consider a PEO once you’ve signNowed 40+ employees OR if you have employees in 5+ states. Before then, cost outweighs benefit. Our top picks are Sequoia and Justworks.In-house HR professional: Kruze recommends considering hiring a full time HR professional once you’ve signNowed 40+ employees. But if you’re planning on growing quickly, you might want to consider hiring your full time HR professional sooner than thatContinuing Education Programs: your best and brightest employees will be eager to advance their careers and knowledge base, and one of the best ways to do that is through continuing education. Kruze has a library of Continuing Education options and plans based on industry specific talents. One of our top picks in Continuing Education is Harrison Metal General Management.Mentorship Programs: careers may start with technical proficiency, but they blossom once soft skills are applied. Your employees likely have many other goals beyond just developing trade knowledge, like networking, sales, and better communication skills. Sometimes folks dont even know what they’re missing, but mentors can help guide them. The BestSelf.co journal is a fantastic resource that helps both mentors and employees stay accountable on their personal KPIs.