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Mint
an hour ago
- Mint
Techie calls hiring process in India ‘filthy', slams HRs' demands for previous pay slips: ‘Privacy is a myth'
An Indian expat working as an engineer in France's capital Paris has sparked a debate on the pre-recruitment process in India, calling it 'filthy,' particularly criticising companies that ask for previous payslips. The social media user, who goes by the name Akhilesh on X, shared a series of tweets and invited opinions from others, many of whom expressed their perspectives in the comments. "Today I learnt that it is very common for Indian companies to ask for your previous payslips while hiring. This is a filthy practice. It is invasive and shows zero respect for candidate privacy. Any company doing this deserves public shaming. Stop tolerating this trash," the techie wrote. Akhilesh questioned why companies rely on candidates' previous salaries instead of assessing and compensating them based on their skills. "Most replies are—'because people lie about their previous salaries. Why is this data point needed in the first place? It surely isn't needed to judge skill or role fit. Companies already know their budget and the market rate for a role. Knowing previous salary serves no purpose," he said. He also reignited the discussion around HR practices such as asking candidates about their plans for marriage, pregnancies, and other personal details. "Simply incredible, this needs to stop," he added. One user in the comments shared a personal experience, saying, "This is what I got from one of the companies I applied to in 2023 as part of the initial screening! It still haunts me!!" The attached HR questionnaire reportedly asked for personal details such as the applicant's living situation, family background, service commitment, and more. Responding to this, Akhilesh wrote, 'I don't have words for this, lmao.' He reiterated: "Why is it difficult for some people to understand? Let the market and your skills decide your future salary—not your past salary, ffs." However, not everyone agreed with him. One user countered, questioning what's wrong with sharing payslips with HR, especially when people readily share the same documents with bank officials. "Privacy is a myth. There is nothing wrong with asking for a payslip, previous offer letter, bank statement, etc. An employer has every right to check such documents. In fact, many times candidates themselves ask for a 20–30% hike based on their current salary. So how else can an employer verify the current salary? And as for privacy, that's just nonsense. You're happy to hand over your financial documents to a bank executive for a loan or credit card, but when HR from a reputed company asks for the same, suddenly it's a privacy concern? That's pure hypocrisy." To this, Akhilesh sharply replied:"'An employer has every right to check such documents.' No, they don't." The post has garnered over one million views and triggered a flurry of comments online.
Time of India
2 hours ago
- Time of India
Shake off that boardom
Academy Empower your mind, elevate your skills Sebi has mandated annual board performance reviews for listed companies with the intent of improving governance standards and ensuring agile and effective boards. But much like routine health checks, board evaluations are usually pushed back to another day, rushed through like a Monday morning breakfast, or treated as yet another compliance hassle. Very few boards treat it as meaningful methods of evaluation involving paper-based surveys, interviews and internal reviews have mostly fallen short. They are time-consuming, heavily reliant on subjective judgement, and reports tend to gather dust after board meetings. Thankfully, digital transformation is slowly but steadily bringing rigour, relevance and repeatability to board is not just simplifying the process but enhancing its quality as well. From board portals to AI-enhanced analytics, tech is shaking up the performance evaluations process of boards. Here are four shifts India Inc should know while preparing for the future:Periodic rituals to continuous insight Traditional board evaluations follow a rigid cycle of once in every three years for in-depth reviews, with lighter (symbolic?) annual quickies. With digital tools, evaluations can become more frequent, flexible and embedded into the rhythm of board Europe, a clear trend is emerging where more boards are moving to annual evaluations, sometimes with focused interim reviews in between. These 'in-betweeners' can be tailored to specific committees or themes such as audit oversight, strategy alignment or digital Indian enterprises, especially those facing major market shifts, or family-to-professional transitions, such agility can be a game-changer. Digital platforms reduce the cost and administrative burden of evaluations, and allow directors to evaluate performance in a way that feels relevant, not regulatory judgement to data-driven oversight One of the biggest criticisms of today's board evaluations is their subjectivity. When directors assess each other, implicit biases, interpersonal politics and unwritten hierarchies can creep in. Results can feel vague, cautious or sanitised, which defeats the very purpose of the exercise. Technology helps move the needle from opinion to platforms capture structured data aligned with clearly defined board KPIs, including strategic execution, financial oversight, risk management, succession planning and stakeholder engagement. More importantly, they enable year-on-year tracking, which is consistent digital tools, companies can build longitudinal data, making it possible to spot performance trends over time. In the past, each evaluation might have involved a new consultant with a different lens, making comparisons difficult. In India, where regulators, proxy advisory firms and institutional investors are increasingly scrutinising board behaviour, data-driven evaluations offer both credibility and clarity. They also align well with Sebi's push for transparency and long-term value templates to tailored evaluations All boards are not created equal. A large, listed conglomerate, a promoter-led tech unicorn, and a PSU each has vastly different governance challenges. And, yet, until recently, many digital evaluation platforms used 'one-size-fits-all' questionnaires that failed to capture the finer details. This is tools allow deep customisation. Evaluations can now be structured around company lifecycle stage, industry dynamics, board composition, strategic priorities and even anticipated disruptions. A logistics company undergoing digital transformation may want questions on tech-savviness and cybersecurity oversight. A manufacturing board preparing for succession may focus on talent pipeline and leadership India, where board diversity, independent director effectiveness and ESG oversight will all be in sharp focus soon, tailored evaluations are especially useful. They allow boards to gather input beyond the boardroom. Confidential feedback from CFOs, compliance officers and external auditors can highlight blind spots in committee functioning. A board chair may believe the audit committee is effective, but what does the internal audit team think? Tech tools enable this 360° feedback in a secure, anonymised emerging AI Theoretically, AI holds immense promise in enhancing board evaluations. Algorithms can analyse meeting minutes to flag overlooked agenda items, assess time spent on key issues, detect redundancy across committees, and even predict future director skill needs based on corporate strategy. If a company is entering new markets or industries, AI could help assess whether the board has the requisite global experience or regulatory could also objectively benchmark director contributions by analysing attendance, speaking time, committee involvement and follow-through on action adoption remains limited. Company secretaries cite internal policies that restrict the use of external AI tools. Concerns around data security, confidentiality and compliance with DPDP Act make boards wary. As AI tools mature and governance around data-sharing strengthens, selective use of AI in internal evaluations may become more acceptable. Striking a balance between AI analytics and human judgements will be Inc boards are under increasing pressure to perform, not just from Sebi but from shareholders, rating agencies and civil society as well. As businesses grow more complex and stakeholder expectations rise, the traditional approach to board evaluation simply won't suffice. Board evaluations done right are corporate a world where opacity is liability, data is destiny. As a veteran puts it, 'Great boards aren't born. They're beta-tested.'
Economic Times
2 hours ago
- Economic Times
Shake off that boardom
Agencies Representational Sebi has mandated annual board performance reviews for listed companies with the intent of improving governance standards and ensuring agile and effective boards. But much like routine health checks, board evaluations are usually pushed back to another day, rushed through like a Monday morning breakfast, or treated as yet another compliance hassle. Very few boards treat it as meaningful methods of evaluation involving paper-based surveys, interviews and internal reviews have mostly fallen short. They are time-consuming, heavily reliant on subjective judgement, and reports tend to gather dust after board meetings. Thankfully, digital transformation is slowly but steadily bringing rigour, relevance and repeatability to board evaluations. Technology is not just simplifying the process but enhancing its quality as well. From board portals to AI-enhanced analytics, tech is shaking up the performance evaluations process of boards. Here are four shifts India Inc should know while preparing for the future: Periodic rituals to continuous insight Traditional board evaluations follow a rigid cycle of once in every three years for in-depth reviews, with lighter (symbolic?) annual quickies. With digital tools, evaluations can become more frequent, flexible and embedded into the rhythm of board Europe, a clear trend is emerging where more boards are moving to annual evaluations, sometimes with focused interim reviews in between. These 'in-betweeners' can be tailored to specific committees or themes such as audit oversight, strategy alignment or digital Indian enterprises, especially those facing major market shifts, or family-to-professional transitions, such agility can be a game-changer. Digital platforms reduce the cost and administrative burden of evaluations, and allow directors to evaluate performance in a way that feels relevant, not regulatory compliance. Subjective judgement to data-driven oversight One of the biggest criticisms of today's board evaluations is their subjectivity. When directors assess each other, implicit biases, interpersonal politics and unwritten hierarchies can creep in. Results can feel vague, cautious or sanitised, which defeats the very purpose of the exercise. Technology helps move the needle from opinion to evidence. Digital platforms capture structured data aligned with clearly defined board KPIs, including strategic execution, financial oversight, risk management, succession planning and stakeholder engagement. More importantly, they enable year-on-year tracking, which is invaluable. With consistent digital tools, companies can build longitudinal data, making it possible to spot performance trends over time. In the past, each evaluation might have involved a new consultant with a different lens, making comparisons difficult. In India, where regulators, proxy advisory firms and institutional investors are increasingly scrutinising board behaviour, data-driven evaluations offer both credibility and clarity. They also align well with Sebi's push for transparency and long-term value creation. Generic templates to tailored evaluations All boards are not created equal. A large, listed conglomerate, a promoter-led tech unicorn, and a PSU each has vastly different governance challenges. And, yet, until recently, many digital evaluation platforms used 'one-size-fits-all' questionnaires that failed to capture the finer details. This is tools allow deep customisation. Evaluations can now be structured around company lifecycle stage, industry dynamics, board composition, strategic priorities and even anticipated disruptions. A logistics company undergoing digital transformation may want questions on tech-savviness and cybersecurity oversight. A manufacturing board preparing for succession may focus on talent pipeline and leadership India, where board diversity, independent director effectiveness and ESG oversight will all be in sharp focus soon, tailored evaluations are especially useful. They allow boards to gather input beyond the boardroom. Confidential feedback from CFOs, compliance officers and external auditors can highlight blind spots in committee functioning. A board chair may believe the audit committee is effective, but what does the internal audit team think? Tech tools enable this 360° feedback in a secure, anonymised manner. Embrace emerging AI Theoretically, AI holds immense promise in enhancing board evaluations. Algorithms can analyse meeting minutes to flag overlooked agenda items, assess time spent on key issues, detect redundancy across committees, and even predict future director skill needs based on corporate strategy. If a company is entering new markets or industries, AI could help assess whether the board has the requisite global experience or regulatory could also objectively benchmark director contributions by analysing attendance, speaking time, committee involvement and follow-through on action adoption remains limited. Company secretaries cite internal policies that restrict the use of external AI tools. Concerns around data security, confidentiality and compliance with DPDP Act make boards wary. As AI tools mature and governance around data-sharing strengthens, selective use of AI in internal evaluations may become more acceptable. Striking a balance between AI analytics and human judgements will be Inc boards are under increasing pressure to perform, not just from Sebi but from shareholders, rating agencies and civil society as well. As businesses grow more complex and stakeholder expectations rise, the traditional approach to board evaluation simply won't suffice. Board evaluations done right are corporate a world where opacity is liability, data is destiny. As a veteran puts it, 'Great boards aren't born. They're beta-tested.' (Disclaimer: The opinions expressed in this column are that of the writer. The facts and opinions expressed here do not reflect the views of Elevate your knowledge and leadership skills at a cost cheaper than your daily tea. Can Chyawanprash save Dabur in the age of Shark-Tank startups? Piaggio sues former employee for 'Coldplay' reference on CEO Why Air India could loom large on its biggest rival IndiGo's Q1 results Can medicines inject the vitamins Amazon is missing? 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