A growth mindset is one in which the subject believes that he or she can have the ability to learn new and execute things. People (and students) having a fixed mindset, meanwhile, think that they have inherited the inability to learn and do certain things. It’s no secret, then, that educators want to cultivate a growth mindset in their students.
Today on TeachHUB.com, frequent contributing writer Janelle Cox, who is a seasoned elementary school educator based on the East Coast, takes a look at some teaching strategies to bring about a growth mindset.
Janelle sums up her article thusly: “Having a growth mindset means that you can essentially train your brain to get smarter. By helping to students understand this concept, you are helping them to cultivate their abilities both inside and outside of the classroom.”
How to do instill a growth mindset in your students? Do you have any teaching strategies that you like to use? Please feel free to share them in the comment section below, we’d love to hear what works in your classroom.
In a recent issue of TeachHUB magazine, we instructed readers on how to use YouTube in the classroom productively, and featured a helpful organization called Matchbook Learning.
Did you know TeachHUB magazine is FREE? It is, and it’s a terrific resource designed to help you become a better educator.
Many professionals, not necessarily those just in the teaching profession, deal with anxiety problems and issues. Are they doing enough to help their students? Are they getting through? Are you doing enough with regards to professional development?
You can get through these anxieties with simple daily affirmations. Daily affirmations, in the form of self help-style quotes, can help teachers greatly. Today on TeachHUB.com, frequent contributing writer Janelle Cox, who is a seasoned elementary school teacher based in Upstate New York, looks at the power of positive affirmations, and how they can work for you she also include some sample affirmations, including:
·My teaching makes an impact on the world.
·Today I’ll share the gift of learning.
·I’m an amazing teacher and my job is worthy.
·Today my students will have my absolute commitment and dedication.
·And More!
While you may not always feel like you deserve the “World’s Greatest Teacher” mug, you must know that you’re not alone. We are in this together. Positive self-talk can reduce stress and anxiety just as long as you remember to practice it daily.
Do you practice daily affirmations in the teaching profession? What are some of your favorites? Please share your thoughts on this topic in the comment section below, we’d love to hear what you have to say.
Each week, we send out an e-newsletter featuring the best articles and ideas from teachHUB.com. It’s the perfect way for you to keep up with what’s new each and every week – and it’s delivered straight to your inbox!
The TeachHUB.com newsletter also offers up an array of new lesson plans each week, and we spotlight the hottest trending articles from our website as well!
Brief of Conference: National Conference on Indian Economy: Contemporary Issue and Challenges
Organised by Department of Economics, Parle Tilak Vidyalaya Association\’s Mulund College of Commerce, Mumbai and sponsored by Indian Council of Social Science Research (ICSSR) on 29th February 2020
There’s a battle being waged in today’s economy, and you may have already felt some of the casualties in your own business.
The prize is a limited group of people who possess in-demand technical skills — and organizations are duking it out for them. HR departments must create increasingly compelling compensation packages to attract and retain these highly prized IT employees.
Talent Wars and the Gig Economy
At Appirio, we decided to find out just how these “talent wars” are affecting businesses, what issues matter most to executives and IT staff, and how those issues may differ. We partnered with Wakefield Research on the “Talent Wars and the Gig Economy” survey, in which 400 individuals were surveyed this summer — including 200 U.S. and U.K. C-level executives at companies with more than 500 employees, and 200 U.S. and U.K. IT staff at companies with more than 500 employees.
Unsurprisingly, both executives and IT staff overwhelmingly agree that recruiting and retaining IT talent is a significant problem within their organizations. In fact, 90 percent of the C-suite and 82 percent of IT staff surveyed said it is a top business challenge within their organizations. As if the recruiting battle isn’t challenging enough, poaching appears to be a big problem, too.
Executives suspect that their IT employees are being approached by recruiters on a regular basis, and it looks like they’re right — more than half of the IT staff surveyed estimated that recruiters contact their peers an average of six times per month. This constant IT turnover and fight for top talent is not only affecting businesses’ bottom lines, it’s also hindering their ability to innovate.
Bridging the Talent Gap with Crowdsourcing
Everyone’s heard the old saying, “Don’t put all your eggs in one basket.” Rather than businesses putting a huge chunk of their IT resources into securing these highly skilled employees (and gambling on whether or not they hired the right person), many organizations are bridging the talent gap by usingcrowdsourcing as a way to scale innovation.
There is certainly no lack of top talent in the global crowd. Many of the world’s most talented IT professionals are choosing nontraditional paths to monetize their skills. The rise of the so-called “Gig Economy” has empowered workers to maximize their freedom and take work into their own hands. And the C-Suite has already taken note: 83 percent say that by 2050 the economy will shift toward gig-based work, rather than projects done by full-time employees.
The tactics companies are using to win top talent, such as well-padded compensation packages, fail to address what these individuals really want: a flexible and individualized worker experience. In fact, 81 percent of the IT workers in our survey said that they’re more likely to leave a job because of a lack of flexibility than because of unsatisfactory compensation.
The Future Is Now
The future of work is about breaking free from traditional ideologies of what “work” should be. Embracing mobility and creating a flexible, collaborative culture can help you attract those exceptional individuals that you want on your payroll. And crowdsourcing allows you to fill in the gaps — with some of the world’s top talent — while giving you the power to innovate like never before. Ready or not, the future of work is here. And it’s up to leadership to embrace it — or be left behind.
There\’s a battle being waged in today\’s economy, and you may have already felt some of the casualties in your own business.
The prize is a limited group of people who possess in-demand technical skills — and organizations are duking it out for them. HR departments must create increasingly compelling compensation packages to attract and retain these highly prized IT employees.
Talent Wars and the Gig Economy
At Appirio, we decided to find out just how these “talent wars\” are affecting businesses, what issues matter most to executives and IT staff, and how those issues may differ. We partnered with Wakefield Research on the “Talent Wars and the Gig Economy\” survey, in which 400 individuals were surveyed this summer — including 200 U.S. and U.K. C-level executives at companies with more than 500 employees, and 200 U.S. and U.K. IT staff at companies with more than 500 employees.
Unsurprisingly, both executives and IT staff overwhelmingly agree that recruiting and retaining IT talent is a significant problem within their organizations. In fact, 90 percent of the C-suite and 82 percent of IT staff surveyed said it is a top business challenge within their organizations. As if the recruiting battle isn\’t challenging enough, poaching appears to be a big problem, too.
Executives suspect that their IT employees are being approached by recruiters on a regular basis, and it looks like they\’re right — more than half of the IT staff surveyed estimated that recruiters contact their peers an average of six times per month. This constant IT turnover and fight for top talent is not only affecting businesses\’ bottom lines, it\’s also hindering their ability to innovate.
Bridging the Talent Gap with Crowdsourcing
Everyone\’s heard the old saying, “Don\’t put all your eggs in one basket.\” Rather than businesses putting a huge chunk of their IT resources into securing these highly skilled employees (and gambling on whether or not they hired the right person), many organizations are bridging the talent gap by usingcrowdsourcing as a way to scale innovation.
There is certainly no lack of top talent in the global crowd. Many of the world\’s most talented IT professionals are choosing nontraditional paths to monetize their skills. The rise of the so-called “Gig Economy\” has empowered workers to maximize their freedom and take work into their own hands. And the C-Suite has already taken note: 83 percent say that by 2050 the economy will shift toward gig-based work, rather than projects done by full-time employees.
The tactics companies are using to win top talent, such as well-padded compensation packages, fail to address what these individuals really want: a flexible and individualized worker experience. In fact, 81 percent of the IT workers in our survey said that they\’re more likely to leave a job because of a lack of flexibility than because of unsatisfactory compensation.
The Future Is Now
The future of work is about breaking free from traditional ideologies of what “work\” should be. Embracing mobility and creating a flexible, collaborative culture can help you attract those exceptional individuals that you want on your payroll. And crowdsourcing allows you to fill in the gaps — with some of the world\’s top talent — while giving you the power to innovate like never before. Ready or not, the future of work is here. And it\’s up to leadership to embrace it — or be left behind.
The world of work is entering unprecedented times. By many measures, unemployment is as low as it has been in a decade. Yet the percentage of employees who are engaged in their work is frighteningly low. In fact, according to Gallup research, more than 65% of U.S. employees are not engaged or actively disengaged. Behind this statistic are real people just trudging through their workday. It seems a lot of workers are uninspired, deflated and not fulfilling their human potential.
The human cost of disengagement should be enough for executives to investigate and take action. We all spend a lot of time at work and with our colleagues. While competitive salary is important, research indicates that it’s not enough to get employees engaged. As the Harvard Business Review observed, “The association between salary and job satisfaction is very weak.” Yes, inadequate pay can make employees unhappy. But adequate pay doesn’t directly correspond with happiness and engagement.
Aside from the human cost, there are real business consequences to a lack of employee engagement. In fact, unhappy employees cost American businesses over $300 billion each year. High attrition, for one, can drain a company’s human capital and profits. But there is also a clear connection between employee engagement and customer satisfaction.
In your own life as a consumer, when was the last time you had a good experience with a company that had disengaged employees? When most companies try to solve customer satisfaction issues and low net promoter scores, they first think of customer experience (CX) processes and technology. But the best CX programs in the world are useless without an engaged workforce.
So, what can organizations do to improve employee engagement?
Invest in New Technologies
Of course, technology is important. Employees expect consumer-grade technology in the workplace. Disconnected systems force employees to spend time hunting for answers instead of servicing customers. Enterprise social networks can also help employees connect. Clearly, good technology and data management is a big factor in employee engagement.
Educate Managers on Smart Leadership
But good technology is not enough. The key to employee engagement is leadership. As Tomas Chamorro-Premuzic writes, “The biggest organizational cause of disengagement is incompetent leadership. Thus, as a manager, it’s your personality that will have a significant impact on whether your employees are engaged at work, or not.”
Encourage Free-Thinking
To truly increase employee engagement, it is important to inspire free-thinking across your organization. A company culture based on free-thinking allows employees to speak their minds, and it encourages the C-Suite to match individual worker values to organizational goals. Employees in this atmosphere know that their minds are respected. Employees feel heard, needed and appreciated.
A free-thinking culture inspires leaders to practice honesty, transparency and a “no bullsh*t” communication style. Even if employees don’t always like what you have to say, they’ll trust and respect you for giving it to them straight. I’ve found that direct reports welcome this approach. However, it’s not just on the shoulders of executive management to lead with transparency; to achieve a company culture connected to high performance, all people managers must be on the same page.
Photo: Creative Commons
There is no magic potion to get employees engaged. Building a free-thinking culture arises from every interaction: from interviewing job candidates to counseling employees who are burned out. It is the job of leadership to model this behavior and address situations that damage the culture. So when executives think about employee engagement, the first place they should look is in the mirror.
The world of work is entering unprecedented times. By many measures, unemployment is as low as it has been in a decade. Yet the percentage of employees who are engaged in their work is frighteningly low. In fact, according to Gallup research, more than 65% of U.S. employees are not engaged or actively disengaged. Behind this statistic are real people just trudging through their workday. It seems a lot of workers are uninspired, deflated and not fulfilling their human potential.
The human cost of disengagement should be enough for executives to investigate and take action. We all spend a lot of time at work and with our colleagues. While competitive salary is important, research indicates that it\’s not enough to get employees engaged. As the Harvard Business Review observed, “The association between salary and job satisfaction is very weak.\” Yes, inadequate pay can make employees unhappy. But adequate pay doesn\’t directly correspond with happiness and engagement.
Aside from the human cost, there are real business consequences to a lack of employee engagement. In fact, unhappy employees cost American businesses over $300 billion each year. High attrition, for one, can drain a company\’s human capital and profits. But there is also a clear connection between employee engagement and customer satisfaction.
In your own life as a consumer, when was the last time you had a good experience with a company that had disengaged employees? When most companies try to solve customer satisfaction issues and low net promoter scores, they first think of customer experience (CX) processes and technology. But the best CX programs in the world are useless without an engaged workforce.
So, what can organizations do to improve employee engagement?
Invest in New Technologies
Of course, technology is important. Employees expect consumer-grade technology in the workplace. Disconnected systems force employees to spend time hunting for answers instead of servicing customers. Enterprise social networks can also help employees connect. Clearly, good technology and data management is a big factor in employee engagement.
Educate Managers on Smart Leadership
But good technology is not enough. The key to employee engagement is leadership. As Tomas Chamorro-Premuzic writes, “The biggest organizational cause of disengagement is incompetent leadership. Thus, as a manager, it\’s your personality that will have a significant impact on whether your employees are engaged at work, or not.\”
Encourage Free-Thinking
To truly increase employee engagement, it is important to inspire free-thinking across your organization. A company culture based on free-thinking allows employees to speak their minds, and it encourages the C-Suite to match individual worker values to organizational goals. Employees in this atmosphere know that their minds are respected. Employees feel heard, needed and appreciated.
A free-thinking culture inspires leaders to practice honesty, transparency and a “no bullsh*t\” communication style. Even if employees don\’t always like what you have to say, they\’ll trust and respect you for giving it to them straight. I\’ve found that direct reports welcome this approach. However, it\’s not just on the shoulders of executive management to lead with transparency; to achieve a company culture connected to high performance, all people managers must be on the same page.
Photo: Creative Commons
There is no magic potion to get employees engaged. Building a free-thinking culture arises from every interaction: from interviewing job candidates to counseling employees who are burned out. It is the job of leadership to model this behavior and address situations that damage the culture. So when executives think about employee engagement, the first place they should look is in the mirror.
In continuation of the convincing, courageous and commendable judgment delivered by the same Division Bench of Apex Court comprising of Justice Dr DF Chandrachud and Justice Ajay Rastogi on February 17, 2020 that favoured the extension of permanent commission for women in the armed forces so that gender equality is implemented in reality in the case titled The Secretary, Ministry of Defence vs Babita Puniya and others in Civil Appeal Nos 9367-9369 of 2011 with Civil Appeal Nos 1127-1128 of 2013 and with Civil Appeal No 1210 of 2020, we see once again that these same Judges have now in yet another case titled Union of India & Ors vs Lt Cdr Annie Nagaraja & Ors in Civil Appeal Nos 2182-87 of 2020 @ SLP (C) Nos. 30791-96 of 2015 along with others very clearly, convincingly and commendably held that serving women Short Service Commission Officers in Indian Navy were entitled to Permanent Commission at par with their male counterparts. We thus see that the Apex Court Bench thus upheld the 2015 Delhi High Court verdict which had upheld women officer’s claim in this regard! Very rightly so!
To be sure, women were not commissioned in the Navy till the issuance of notification dated 9th October 1991, whereby for the first time, the power under the enabling provision under Section 9(2) of the Navy Act was exercised to lay down that women would also be eligible for appointment as officers in the Indian Navy. But the induction of women was confined to four branches namely Logistics, Law, ATC and Education. It was also stated by the Ministry then that policy guidelines regarding permanent commission for women will be laid down in 1997. But such guidelines were not laid down until 2008. On 26th September 2008, the Ministry for the first time took a decision to grant permanent commission to SSC women officers in all the three forces. Regulation 203 of Chapter IX of the Indian Navy Act, 1957 puts no restriction to the grant of permanent commission either gender wise or category wise. But this offer was restricted to certain categories and was also to operate prospectively. As per this policy, only women officers inducted after January 2009 were eligible for permanent commission, that too only in the branches of education, law and naval architecture. The cadre of logistics and ATC which were opened to women for SSC in 1991 were excluded.
Before proceeding ahead, it would be instructive to now mention that the Delhi High Court Division Bench comprising of Justice Kailash Gambhir and Justice Najmi Wazri in Annie Nagaraja and others vs Union of India and others in W.P. (C) 7336/2010, CM Nos. 9348/2012 & 6859/2014 along with others have held the denial of permanent commission to women Short Service Commission (SSC) officers in the Indian Navy in different branches which includes the cadres of Education, ATC and logistics to be discriminatory. It is very rightly held in para 32 of this notable judgment while ordering that permanent commission should be offered to the petitioners that, “We fail to comprehend that when these petitioners along with the male officers had undertaken the same kind of training but nevertheless were denied permanent commission although the men were granted the permanent commission with no special merit except for the fact that they belong to the male sex. If this does not tantamount to gender discrimination then what else does?”
Needless to say, in this present case we see that the Apex Court was considering the appeals filed by the Union Ministry against a judgment delivered by the Delhi High Court on September 4, 2015 allowing the claim of women officers for permanent commission. While rejecting the appeals of the Union Government and upholding the Delhi High Court judgment, the Apex Court held that both male and female officers are to be treated equally in granting permanent commission in Indian Navy, once the statutory bar for inducting women in Navy was lifted. Discrimination on the ground of sex as we see here or on the ground of religion or on the ground of region or on any other ground can never be justified under any circumstances!
For the sake of brevity, let us now deal starightaway with the directions passed by the Apex Court in this landmark, latest and extremely laudable judgment. It is held in para 96 that, “We hold and direct that:
(i) The statutory bar on the engagement or enrolment of women in the Indian Navy has been lifted to the extent envisaged in the notifications issued by the Union Government on 9 October 1991 and 6 November 1998 under Section 9(2) of the 1957 Act;
(ii) By and as a result of the policy decision of the Union Government in the Ministry of Defence dated 25 February 1999, the terms and conditions of service of SSC officers, including women in regard to the grant of PCs are governed by Regulation 203, Chapter IX, Part III of the 1963 Regulations;
(iii) The stipulation in the policy letter dated 26 September 2008 making it prospective and restricting its application to specified cadres/branches of the Indian Navy shall not be enforced;
(iv) The provisions of the implementation guidelines dated 3 December 2008, to the extent that they are made prospective and restricted to specified cadres are quashed and set aside;
(v) All SSC officers in the Education, Law and Logistics cadres who are presently in service shall be considered for the grant of PCs. The right to be considered for the grant of PCs arises from the policy letter dated 25 February 1999 read with Regulation 203 of Chapter IX Part III of the 1963 Regulations. SSC women officers in the batch of cases before the High Court and the AFT, who are presently in service shall be considered for the grant of PCs on the basis of the vacancy position as on the date of judgments of the Delhi High Court and the AFT or as it presently stands, whichever is higher;
(vi) The period of service after which women SSC officers shall be entitled to submit applications for the grant of PCs shall be the same as their male counterparts;
(vii) The applications of the serving officers for the grant of PCs shall be considered on the basis of the norms contained in Regulation 203 namely: (i) availability of vacancies in the stabilised cadre at the material time; (ii) determination of suitability; and (iii) recommendation of the Chief of the Naval Staff. Their empanelment shall be based on inter se merit evaluated on the ACRs of the officers under consideration, subject to the availability of vacancies;
(viii) SSC officers who are found suitable for the grant of PC shall be entitled to all consequential benefits including arrears of pay, promotions and retiral benefits as and when due;
(ix) Women SSC officers of the ATC cadre in Annie Nagaraja’s case are not entitled to consideration for the grant of PCs since neither men nor women SSC officers are considered for the grant of PCs and there is no direct induction of men officers to PCs. In exercise of the power conferred by Article 142 of the Constitution, we direct that as a one-time measure, SSC officers in the ATC cadre in Annie Nagaraja’s case shall be entitled to pensionary benefits. SSC officers in the ATC cadre in Priya Khurana’s case, being inducted in pursuance of the specific representation contained in the advertisements pursuant to which they were inducted, shall be considered for the grant of PCs in accordance with directions (v) and (vi) above;
(x) All SSC women officers who were denied consideration for the grant of PCs on the ground that they were inducted prior to the issuance of the letter dated 26 September 2008 and who are not presently in service shall be deemed, as a one-time measure, to have completed substantive pensionable service. Their pensionary benefits shall be computed and released on this basis. No arrears of salary shall be payable for the period after release from service;
(xi) As a one-time measure, all SSC women officers who were before the High Court and the AFT who are not granted PCs shall be deemed to have completed substantive qualifying service for the grant of pension and shall be entitled to all consequential benefits; and
(xii) Respondents two to six in the Civil Appeals arising out of Special Leave Petition (C) Nos 30791-96 of 2015, namely Commander R Prasanna, Commander Puja Chhabra, Commander Saroj Kumar, Commander Sumita Balooni and Commander E Prasanna shall be entitled. In addition to the grant of pensionary benefits, as a one-time measure, to compensation quantified at Rs 25 lakhs each.”
Going forward, it is then held in para 97 that, “We affirm the clarification which has been issued in sub-para (a) of paragraph 50 of the impugned judgment and order of the Delhi High Court.”
Furthermore, it is then held in para 98 that, “Compliance with the above directions shall be effected within three months from the date of this judgment. We accordingly dispose of the appeals.”
Most significantly, it is very rightly and remarkably held in para 91 that, “Once the policy decision of the Union Government was communicated on 25 February 1999, the authorities were bound to consider the claims of the SSC officers for the grant of PC in terms of Regulation 203. The naval authorities and the Union Government failed to do so, depriving them of the entitlement to be considered for the grant of PC. By the failure of the authorities to consider the SSC officers for PCs in terms of the policy communication of 25 February 1999, SSC officers lost out on the opportunity to be granted PCs and all the responsibilities and benefits attached to the grant of PC, including promotions and pensionable service. The situation which has come to pass is due to the failure of the authorities to implement statutory notifications issued under Section 9(2) the policy statement of 25 February 1999 by which they were bound and as the decisions of the Delhi High Court and the AFT.”
Most remarkably, it is then further commendably held in this same para 91 ahead that, “These SSC officers cannot be left in the lurch and the injustice meted to them by lost years of service and the deprivation of retiral entitlements must be rectified. The injustice is a direct consequence of the authorities having breached their duties under law, as explained above. To deny substantive relief to the SSC officers would result in a situation where a breach of duty on the part of the authorities to comply with binding legal norms would go unattended. This would result in a serious miscarriage of justice to the SSC officers who have served the nation and is unsustainable in law.”
Equally heartening to note is that the Apex Court rejected the Centre’s objections based on physiological features of women as “gender stereotypes”! Justice Dr DY Chandrachud while reading the operative part of the judgment minced no words to state commendably that, “Performance at work and dedication to the cause of the nation are the surest answers to prevailing gender stereotypes. To deprive serving women officers of the opportunity to work as equals with men on PCs in the Indian Navy is plainly discriminatory. Furthermore, to contend that women officers are ill-suited to certain avocations which involve them being aboard ships is contrary to the equal worth of the women officers who dedicate their lives to serving in the cause of the nation.”
Words are short to commend these two Judges of the Apex Court – Justice Dr DY Chandrachud and Justice Ajay Rastogi who have delivered this extremely commendable judgment which has opened the door for permanent commission of women in the Navy just like earlier they by their order had similarly opened the doors of permanent commission of women in the Army! They rightly rejected the specious submission that women are not suited for sea sailing duties. It was laudably observed that, “It is impossible to countenance a submission that women cannot sail alongside men sailors.”
Without mincing any words and without pulling back any punches, a three Judge Bench of the Supreme Court headed by Chief Justice of India (CJI) SA Bobde and comprising also of Justice BR Gavai and Justice Surya Kant most recently on March 18, 2020 in a notable judgment titled Bhagwan Singh vs State of Uttarakhand in Criminal Appeal No. 407 of 2020 [Arising out of Special Leave Petition (Crl.) No. 656 of 2018 have sought to send a firm and final message to all the people in our country that guns licensed for self protection cannot be used for celebratory firings and those who still dare to do it would have to pay a heavy cost for doing so! It also expressed its serious concerns on the increasing number of such incidents in our country. There has to be zero tolerance for all such incidents of celebratory firings in which all rules are broken with impunity and the lives of innocents are endangered most shamelessly and most carelessly!
To start with, the ball is set rolling in para 2 of this noteworthy judgment wherein it is observed that, “This Criminal Appeal is directed against the judgment dated 26th July, 2017 passed by the High Court of Uttarakhand whereby the appellant’s criminal appeal against the judgment and order dated 11th/12th July, 2013 rendered by Learned Sessions Judge, Bageshwar convicting the appellant under Sections 302 and 307 of Indian Penal Code (for short, ‘IPC’) and sentencing him to undergo life imprisonment (under Section 302, IPC) and 5 years’ rigorous imprisonment (under Section 307, IPC) along with a fine of Rs. 20,000/- in default whereof he was directed to undergo 6 months additional rigorous imprisonment was dismissed. The appellant was, however, acquitted for offence punishable under Section 25 of the Arms Act for want of the requisite sanction.”
Needless to say, it is then stated in para 3 that, “It may be mentioned at the outset that notice of the special leave petition was issued on the limited question to determine the nature of offence committed by the appellant i.e. whether it falls under the ambit of Section 302 or 304 of IPC. To determine this question the facts may be briefly noted.”
To recapitulate, while narrating the facts it is then observed in para 4 that, “On 21st April, 2007, the marriage ceremony of the Appellant’s son was taking place at village Dafaut, Uttarakhand, when around 5:30 pm as soon as the marriage procession reached the Appellant’s courtyard – he suddenly fired celebratory gunshots. The pellets struck 5 persons standing in the courtyard namely, Smt. Anita W/o Chanchal Singh, Khushal Singh @ Sonu, Ummed Singh (P.W.6), Smt. Vimla W/o Devendra Singh (P.W.5) and Smt. Vimla W/o Bhupal Singh (P.W.7). The injured were taken to the hospital where two of them – Anita and Khushal Singh @ Sonu succumbed to their injuries. Later at about 8:40 pm, Dharam Singh (P.W.3) filed an FIR at PS Kothwali, Bageshwar, narrating in full detail the incident of which he himself was a witness.”
Be it noted, it is then noted in para 5 that, “After the conclusion of investigation, initially a charge sheet under Section 304, IPC was filed but later on the appellant was charged under Sections 302 and 307, IPC along with Section 25 of the Arms Act.”
Celebratory Firing
Of course, it is then brought out in para 6 that, “The Ld. Sessions Judge held the appellant guilty of offences under Sections 302 and 307, IPC based on testimonies of eye witnesses and injured witnesses. It was noted that Appellant fired shots from his son’s licensed gun causing fatal injuries to Smt. Anita and Khushal Singh and injuring three others. He was consequently sentenced in the manner as briefly noticed in the opening paragraph of the order.”
What follows next is then stated in para 7 that, “The appellant went in appeal before the High Court. His primary contention was that he had no intention to cause anyone’s death. He stated that the firing was by a ball with which some children were playing. The ball struck against the gun in his hand and led to the firing of shots. The occurrence was an admitted fact and the only plea taken was that it being a case of accidental firing, Section 300 punishable under Section 302, IPC was not attracted.” But the High Court rejected his plea as pointed out in para 8.
As it turned out, the Bench then points out in para 15 that, “The trial court as well as the High Court have proceeded on the premise that the appellant’s act by firing from the gun which was pointed towards the roof was as bad as firing into a crowd of persons so he ought to have known that his act of gun-shot firing was so imminently dangerous that it would, in all probability, cause death or such bodily injury as was likely to cause death.”
More significantly, it is then held in para 16 that, “The facts and circumstances of the instant case, however, do not permit to draw such a conclusion. We have already rejected the prosecution version to the extent that the appellant aimed at Smt. Anita and then fired the shot(s). The evidence on record contrarily shows that the appellant aimed the gun towards the roof and then fired. It was an unfortunate case of mis-firing. The appellant of course cannot absolve himself of the conclusion that he carried a loaded gun at a crowded place where his own guests had gathered to attend the marriage ceremony. He did not take any reasonable safety measure like to fire the shot in the air or towards the sky, rather he invited full risk and aimed the gun towards the roof and fired the shot. He was expected to know that pellets could cause multiple gun-shot injuries to the nearby persons even if a single shot was fired. The appellant is, thus, guilty of an act, the likely consequences of which including causing fatal injuries to the persons being in a close circuit, are attributable to him. The offence committed by the appellant, thus, would amount to ‘culpable homicide’ within the meaning of Section 299, though punishable under Section 304 Part 2 of the IPC.”
Most significantly, it is then underscored in para 17 that, “Incidents of celebratory firing are regretfully rising, for they are seen as a status symbol. A gun licensed for self-protection or safety and security of crops and cattle cannot be fired in celebratory events, it being a potential cause of fatal accidents. Such like misuse of fire arms convert a happy event to a pall of gloom. Appellant cannot escape the consequences of carrying the gun with live cartridges with the knowledge that firing at a marriage ceremony with people present there was imminently dangerous and was likely to cause death.”
To buttress its point further, we then see that the Bench observes in para 18 that, “A somewhat, similar situation arose in Kunwar Pal (Supra) wherein this Court held as under:
“12. We find that the intention of the appellant to kill the deceased, if any, has not been proved beyond a reasonable doubt and in any case the appellant is entitled to the benefit of doubt which is prominent in this case. It is not possible therefore to sustain the sentence under Section 304 Part I IPC, which requires that the act by which death is caused, must be done with the intention of causing death or with the intention of causing such bodily injury as is likely to cause death. Though it is not possible to attribute intention it is equally not possible to hold that the act was done without the knowledge that it is likely to cause death. Everybody, who carries a gun with live cartridges and even others know that firing a gun and that too in the presence of several people is an act, is likely to cause death, as indeed it did. Guns must be carried with a sense of responsibility and caution and are not meant to be used in such places like marriage ceremonies.”
On balance, it is then held by the Bench in para 19 that, “Resultantly, we hold that the appellant had the requisite knowledge essential for constituting the offence of ‘culpable homicide’ under Section 299 and punishable under Section 304 Part-2 of IPC. He is thus held guilty under Section 304 Part-2 and not under Section 302 of IPC. On the same analogy, the appellant is liable to be punished for ‘attempt to commit culpable homicide’ not amounting to murder under Section 308, in place of Section 307 of IPC for the injuries caused to the other three victims. To this extent, the appellant’s contentions merit acceptance.”
Last but not the least, it is then held in para 20 that, “For the above-stated reasons, the appeal is allowed in part. The conviction of the appellant under Section 302, IPC is modified to Section 304 Part-2, IPC and that under Section 307, IPC is altered to Section 308, IPC. As a necessary corollary, the sentence of life imprisonment awarded to the appellant for committing the offence under Section 302 IPC, is reduced to 10 years’ rigorous imprisonment and the sentence awarded to him under Section 307, IPC is substituted with Section 308 IPC, without any alteration in the fine imposed by the trial court.”
No doubt, the time is ripe now to enact the strictest law which completely prohibits celebratory firing and the jail term for it must be increased from 10 to 30 or at least 20 years and in addition a heavy fine should also be imposed on those indulging in the same! The Apex Court Bench headed by CJI Sharad A Bobde have sent the simple and straight message to one and all that if you indulge in celebratory firing and break the law then you are bound to face the punishment as envisaged right now under our penal laws and be behind bars for 10 years! Very rightly so!
To sum up, one hopes earnestly that now strictest law is enacted by Parliament on this at the earliest so that innocent and invaluable lives are saved from being lost forever! It brooks no more delay anymore now! All that is required is just adequate political will! Nothing else is required. We have lost many invaluable lives for no fault of theirs on account of this celebratory firing which deserves zero tolerance yet we see that the punishment level is still the same! It goes without saying that more than the fine it is the increase in jail term that will deter people from indulging in the same!
The U.S. has always been known as a melting pot; diversity is its strong suit. However, when it comes to corporate America, diversity has historically been lacking. Although 92 percent of U.S. population growth is attributed to ethnic groups and 36 percent of the workforce is comprised of people of color, only 21 minorities (that’s right—21, not 21 percent) are Fortune 500 CEOs.
Fortunately, this norm is changing as more minorities are becoming key consumers, clients and leaders in the workforce. In the next 10 to 30 years, census data says that there will be no racial or ethnic majority in the United States. Projections also say that by 2020, minorities will make up 40 percent of the civilian labor force.
It’s time for HR leaders to embrace the changing demographics—and thus, usher in a new era of innovation.
The Business Case for Diversity
Plain and simple, a diverse talent pool leads to diverse ideas. There are multiple studies showing that diversity improves organizational bottom lines: McKinsey quarterly reported that between 2008 and 2010, companies with more diverse teams were top financial performers, and according to a study by Lu Hong and Scott E. Page, groups of diverse problem solvers outperform groups of high-ability problem solvers.
However, after years of trying to promote diversity by eliminating bias and discrimination in the workplace by legal means, it still exists. So, what can HR leaders do to combat ongoing bias?
Eliminating Workforce Discrimination with Big Data
Using big data for HR (predictive analytics, talent analytics, HR analytics and human capital analytics) may be the solution to cutting out discrimination and bias while fully embracing the demographic shift.
HR analytics is not simply about raw data; it’s about what insights that raw data can provide to answer questions relevant to your staff. While HR analytics may look to the past for information, its main function is to shine a light on current behavior and predict future behavior.
Here are four questions HR analytics can potentially answer to help organizations move past discrimination and bias:
1) What variables influence our compensation structure?
Without in-memory technology, all HR data—turnover rates, salaries, employee demographics, lists of available positions, etc.—was stored on different disks in a database. If you wanted to compare salaries to turnover rates and gender, you’d need to first locate the data, then retrieve the data from different disks before you even begin analyzing; the whole process could take weeks.
In-memory analytics speeds up the process with faster, cheaper and more powerful memory chips that can be put in the server’s memory rather than the database. That means complex data can be controlled and manipulated almost in real-time. For example, when deciding on performance bonuses, HR can quickly run a report detailing the twenty-year history of performance bonuses compared to years worked, department revenue, revenue by location, gender and male:female ratio. Patterns of bias in the past can be easily identified, prompting bonus structures based on solid data.
2) Who’s likely to resign?
Organizations can use predictive analytics to determine future behavior as well, such as identifying employees at risk for resigning. Recruiting diverse talent is one thing, but if your minority talent has a high voluntary turnover rate, you haven’t done much to improve the diversity of your workforce. Predictive analytics can look at specific populations to determine who is likely to resign, and HR can use that information to create initiatives to improve the work experience of those populations.
3) Will a candidate feel welcome at your company?
Using data can also help companies identify the core values and behavioral traits of candidates—and vice versa. For example, survey company Saberr uses algorithms to compile, process and compare fundamental values, behavioral compatibility and diversity to predict the potential strength of interpersonal relationships between certain applicants and potential employers. They do this with a survey for both the applicant and the employer that moves past skills and credentials, thereby bypassing initial bias in the hiring process.
4) Do we really need to address this issue?
Perhaps the most impactful use of HR analytics is presenting data visually to easily demonstrate an issue and influence decision-makers. Data can be presented in graphic and statistical reports that are easy for leaders to understand—and take action on. For example, let’s say 45 percent of your job candidates are people of color, yet only 3 percent of the hires are minorities. If leadership just isn’t seeing the big picture when you explain it verbally, presenting the hard facts in a way that is straightforward, easy to understand and irrefutable may be the only way to enact change.
Examples like these give us just a glimpse at the potential of big data to enhance the effectiveness of HR leaders. However, data is not the solution in and of itself—you need to ask the right questions. Minority candidates have been employed within a culture of systemic discrimination from the start, which often influences their work history. Simply taking names off of a resume and evaluating candidates by job title and education will only perpetuate the problem.
HR professionals need to be careful to keep the human in human resources. If the right questions are asked, data-driven decision-making will prove to be a powerful ally to HR professionals working to reflect our country’s rich culture diversity in the U.S. workforce.
Name of Conference: FACE 2020 4th INTERNATIONAL CONFERENCE âœFilm & New Media Ease Cultural Habituationâ Date of Conference: 30 March 2020 Venue: Department of Visual Communication Faculty of Science & Humanities SRM Institute of Science and Technology SRM Nagar, Kattankulathur , Chengalpattu District â\” 603 203 . Tamil Nadu, India Organized by: Department of Visual Communication Faculty of Science & Humanities SRM Institute of Science and Technology SRM Nagar, Kattankulathur , Chengalpattu District â\” 603 203 . Tamil Nadu, India URL of the Conference: https://archives.tpnsindia.org/index.php/sipn/issue/view/151 Brief of Conference: FACE 2020 4th INTERNATIONAL CONFERENCE
âœFilm & New Media Ease Cultural Habituationâ
Organized by
Department of Visual Communication
Faculty of Science & Humanities
SRM Institute of Science and Technology
SRM Nagar, Kattankulathur ,
Chengalpattu District â\” 603 203 . Tamil Nadu, India
Special Editors
Dr.R.RAJESH
Dr.T.PADMANABHAN
V.PRABAKARAN Theme and Sub-Themes: Science & Humanities
Name of Conference: National Level Multidisciplinary Conference on Business and Humanities â\” Opportunities and Challenges Date of Conference: 19th February 2020 Venue: Department of Commerce & Management and Humanities, ST Pauls College, Bangalore Organized by: Department of Commerce & Management and Humanities, ST Pauls College, Bangalore URL of the Conference: https://archives.tpnsindia.org/index.php/sipn/issue/view/152 Brief of Conference: National Level Multidisciplinary Conference on Business and Humanities â\” Opportunities and Challenges
Organised by Department of Commerce & Management and Humanities, ST Pauls College, Bangalore on 19th February 2020
Conference Committee
CONVENER
Dr. V. Babu
CO-CONVENER
Sr. Nirmala Joyce
Ms. Savitha Theme and Sub-Themes: Multidisciplinary Conference
The U.S. has always been known as a melting pot; diversity is its strong suit. However, when it comes to corporate America, diversity has historically been lacking. Although 92 percent of U.S. population growth is attributed to ethnic groups and 36 percent of the workforce is comprised of people of color, only 21 minorities (that\’s right—21, not 21 percent) are Fortune 500 CEOs.
Fortunately, this norm is changing as more minorities are becoming key consumers, clients and leaders in the workforce. In the next 10 to 30 years, census data says that there will be no racial or ethnic majority in the United States. Projections also say that by 2020, minorities will make up 40 percent of the civilian labor force.
It\’s time for HR leaders to embrace the changing demographics—and thus, usher in a new era of innovation.
The Business Case for Diversity
Plain and simple, a diverse talent pool leads to diverse ideas. There are multiple studies showing that diversity improves organizational bottom lines: McKinsey quarterly reported that between 2008 and 2010, companies with more diverse teams were top financial performers, and according to a study by Lu Hong and Scott E. Page, groups of diverse problem solvers outperform groups of high-ability problem solvers.
However, after years of trying to promote diversity by eliminating bias and discrimination in the workplace by legal means, it still exists. So, what can HR leaders do to combat ongoing bias?
Eliminating Workforce Discrimination with Big Data
Using big data for HR (predictive analytics, talent analytics, HR analytics and human capital analytics) may be the solution to cutting out discrimination and bias while fully embracing the demographic shift.
HR analytics is not simply about raw data; it\’s about what insights that raw data can provide to answer questions relevant to your staff. While HR analytics may look to the past for information, its main function is to shine a light on current behavior and predict future behavior.
Here are four questions HR analytics can potentially answer to help organizations move past discrimination and bias:
1) What variables influence our compensation structure?
Without in-memory technology, all HR data—turnover rates, salaries, employee demographics, lists of available positions, etc.—was stored on different disks in a database. If you wanted to compare salaries to turnover rates and gender, you\’d need to first locate the data, then retrieve the data from different disks before you even begin analyzing; the whole process could take weeks.
In-memory analytics speeds up the process with faster, cheaper and more powerful memory chips that can be put in the server\’s memory rather than the database. That means complex data can be controlled and manipulated almost in real-time. For example, when deciding on performance bonuses, HR can quickly run a report detailing the twenty-year history of performance bonuses compared to years worked, department revenue, revenue by location, gender and male:female ratio. Patterns of bias in the past can be easily identified, prompting bonus structures based on solid data.
2) Who\’s likely to resign?
Organizations can use predictive analytics to determine future behavior as well, such as identifying employees at risk for resigning. Recruiting diverse talent is one thing, but if your minority talent has a high voluntary turnover rate, you haven\’t done much to improve the diversity of your workforce. Predictive analytics can look at specific populations to determine who is likely to resign, and HR can use that information to create initiatives to improve the work experience of those populations.
3) Will a candidate feel welcome at your company?
Using data can also help companies identify the core values and behavioral traits of candidates—and vice versa. For example, survey company Saberr uses algorithms to compile, process and compare fundamental values, behavioral compatibility and diversity to predict the potential strength of interpersonal relationships between certain applicants and potential employers. They do this with a survey for both the applicant and the employer that moves past skills and credentials, thereby bypassing initial bias in the hiring process.
4) Do we really need to address this issue?
Perhaps the most impactful use of HR analytics is presenting data visually to easily demonstrate an issue and influence decision-makers. Data can be presented in graphic and statistical reports that are easy for leaders to understand—and take action on. For example, let\’s say 45 percent of your job candidates are people of color, yet only 3 percent of the hires are minorities. If leadership just isn\’t seeing the big picture when you explain it verbally, presenting the hard facts in a way that is straightforward, easy to understand and irrefutable may be the only way to enact change.
Examples like these give us just a glimpse at the potential of big data to enhance the effectiveness of HR leaders. However, data is not the solution in and of itself—you need to ask the right questions. Minority candidates have been employed within a culture of systemic discrimination from the start, which often influences their work history. Simply taking names off of a resume and evaluating candidates by job title and education will only perpetuate the problem.
HR professionals need to be careful to keep the human in human resources. If the right questions are asked, data-driven decision-making will prove to be a powerful ally to HR professionals working to reflect our country\’s rich culture diversity in the U.S. workforce.
There are big changes coming to American companies. While many business leaders look to the economy for trends and forecasts — closely following any promising signs as we recover from the 2008 crisis — there\’s another change brewing right under their noses. And it doesn\’t take knowledge of the stock market to understand.
The change is a massive shift in workplace demographics. Four shifts, in fact: Women are leaving the corporate world; nearly half of Americans will be retiring from the workforce in the next decade; minorities are now the majority; and freelancing is the new 9-to-5.
Is your organization prepared for the shifts to come? Developing successful organizational strategies is hard enough, but if you develop a strategy without understanding workforce demographics, you\’re shooting in the dark. This is the first post in a series exploring each demographic trend. Here, a closer look into the first of four: How will the changing gender dynamics of corporate America impact the workforce, and what can you do to prepare?
Women Are Becoming Your Competition
After years of bumping their heads on glass ceilings, women have had enough of the corporate world. In fact, studies show that more than half of women who start out in Fortune 500s leave before they reach the executive level.
Women who leave large companies often join upstart competitors or become new competitors by launching their own businesses. As of 2010, there were more than 8 million women-owned businesses in the U.S, and women-owned firms were growing at twice the rate of all other groups.
Why are women leaving? In 2012, women held 14.3 percent of executive positions at Fortune 500 companies, yet were paid only three-quarters of what their male colleagues earned. The wage gap does not reflect a skills or needs gap: Today, young women are just as likely as men to hold a bachelor\’s degree, 50 percent more likely to have a graduate degree and more than 40 percent are their families\’ main breadwinners.
So, why does this matter?
Gender Diversity Improves Performance
One reason your organization should pay attention to gender demographics at work is purely economical. Two recent high-profile studies have found that having even just one woman on a company\’s board correlates with significantly better performance.
Credit Suisse evaluated more than 2,400 global corporations over eight years and found that large-cap companies with at least one woman on their boards outperformed comparable companies with all-male boards by 26 percent. Catalyst found that Fortune 500 companies with women on their boards had significantly higher returns on equity (53 percent), better sales (42 percent), and a two-thirds greater ROI than companies with all-male boards.
Female leadership is not a \”nice-to-have.\” It\’s a must-have for companies to survive and thrive.
Organizations that understand the value of diversity need to step up to the plate if they want to attract and retain women. Here, three tips for creating a structure for gender parity success at your company:
How to Retain Female Talent
1. Start a formal mentoring program. People tend to network and develop mentorships with people of their own gender. If men have more opportunity for leadership roles and they network with other men, men will continue to dominate leadership roles. Women, who have mentors with less clout and are sponsored significantly less than men, need access to mentors and sponsors of both genders.
2. Institute flexible work arrangements. Fear of negative career consequences, manager skepticism, excessive workload and a “face time\” culture are among the barriers that prevent employees from adopting flexible work arrangements.
Set standards for both genders and give managers the training they need to be comfortable managing flextime workers. This removes the barrier for women who are the primary caretakers in their family of children or elderly relatives, which is a significant amount, according to the Bureau of Labor Statistics. It reports women do 54 percent more of childcare than men, and 50 percent of elder-care.
3. Function as a results-only work environment (ROWE), and create formal compensation policies with clear criteria. ROWE-type policies can help with turnover caused by work-life conflict, one of which is family burdens. The traditional solution to work-life challenges is the decision to have women stay home. This reinforces gender inequality, and subtly disadvantages women, particularly mothers. Judging women by the quality of their work rather than whether or not they are physically present can increase retention.
When it comes to attracting and retaining women, good intentions aren\’t enough. You need an action plan to prepare for the future of work, and you need one now.
Stay tuned for the next post in this series about how to thrive amid shifting workplace demographics.
The United States workforce is being shaken up. Within the next decade, as key office demographics change, corporate America will look and function very differently than it does today.
Last month, I explored how women are leaving the corporate world and starting their own businesses — finding more career opportunity and fulfillment in the process. Today, I\’ll explore a topic leaders have been hearing for a while, but not yet heeded: Baby boomers are reaching retirement age. And just like women, retirees are primed to become competition for the very organizations they decide to leave.
Companies need to do some major prep work to get ready for the huge demographic shifts headed their way. At the same time, there\’s a lot of uncertainty around when — and how quickly — boomers will leave the workforce.
The Silver Tsunami — or a Light Drizzle
Baby boomer retirement means over 40 percent of the 9-to-5 corporate workforce will be gone in the next decade.
However, the \”Silver Tsunami\” many economists predicted has not come to total fruition — boomers may or may not retire on time, due to the economy and their pension funds. If they do retire, organizations will lose a lot of talent. Retiring baby boomers are going to be hard to replace, because Generation X is relatively small and millennials have a different concept of how they want to work.
If the baby boomers don\’t retire? Organizations are still not in the clear. Healthcare and pension costs are going to skyrocket and organizations will have personnel challenges that range from keeping an older workforce up-to-date to figuring out protocol when a boomer reports to someone who\’s young enough to be his granddaughter.
Goodbye — or See You Later
Some retirees will say sayonara to the workforce for good. One of my manufacturing clients is facing the traditional retirement challenge: The company has plants where more than half of its workers are at least 58 years old. If it doesn\’t replace the work pool very soon, it risks having to shut down the plants.
But other clients are facing a more modern challenge of the retirement boom: For white-collar companies, the likely risk is that “retiring\” boomers will walk out, start their own companies or consulting projects and come back as competition. Recent studies show nearly two-thirds of workers ages 16 to 64 prefer a gradual transition to retirement, and a report from the Kauffman Foundation found that baby boomers are twice as likely to launch a new business this year as millennials.
Whether boomers retire full-time or continue their career as their own boss, companies need to prepare for how departing talent will impact their workforce
So, how can a company prepare for the loss of baby boomers? Start with these three tips.
How to Prepare for the Retirement Boom
1) Start an intergenerational mentoring program, often called reverse mentoring. Match a baby boomer employee to a millennial or Generation X employee, and set aside time for the pair to teach one another new skills. Baby boomers are extremely skilled at in-person relationships and office politics. They\’ve learned how to navigate a huge number of personalities in school, on teams and at work.
Gen X can teach something that both the boomers and millennials often lack: focus. This comes from their ability to look at things unsentimentally. Additionally, Generation X\’s perceived cynicism makes them great Devil\’s Advocates — a skill that can be very helpful for the other generations to master.
So what can millennials teach boomers and Gen X? You guessed it: technology. They are the digital natives. If you\’re Gen X, you\’re a digital immigrant. If you\’re a boomer, you\’re the parent of the digital immigrant, still living in the old country. But that\’s not all millennials have to offer — they can also teach how to improve innovation, and give a global perspective to solving problems.
2) To bridge the knowledge gap, institute flexible work options for baby boomers, making it possible for them to continue to work part-time or part-year on their own schedule. An AARP study found that what baby boomers wanted most at age 65 was financial security, better health, travel, and time with family and friends.
A flexible work arrangement can help baby boomer employees reach their goals, while also helping your organization with efficient and progressive knowledge transferring. For instance, you can institute a job-sharing program where a baby boomer shares his or her job with a member of a different generation to mentor throughout the process.
3) Invest in education and training programs for younger employees or prospective talent. From internships to shadow days for local high school students, you can initiate training programs to prepare younger people with the skills they need to enter the workforce, potentially in your industry and organization.
The mass departure of the baby boomer generation is certainly a shake-up that requires strategic preparation, but the changes won\’t end there. Preparing for the loss of the boomers also means preparing for the entrance of their replacements — younger generations and minorities — including their skills, their workstyles and their career expectations.
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