Indian Pledge in Marathi

Indian Pledge in Marathi

Who is the writer of indian pledge?
Answer is Pydimarri Venkata Subba Rao.
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Indian Pledge in Telugu

Indian Pledge in Telugu

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Gujarati Pratigya - India

National Pledge

National Pledge in Gujarati

Gujarati

ભારત મારો દેશ છે।
બધા ભારતીયો મારા ભાઈ બહેનો છે।
હું મારા દેશને ચાહું છું અને તેના સમૃદ્ધ અને
વૈવિધ્યપૂર્ણ વારસાનો મને ગર્વ છે।
હું સદાય તેને લાયક બનવા પ્રયત્ન કરીશ।
હું મારા માતાપિતા શિક્ષકો અને વડીલો પ્રત્યે આદર રાખીશ
અને દરેક જણ સાથે સભ્યતાથી વર્તીશ।
હું મારા દેશ અને દેશબાંધવોને મારી નિષ્ઠા અર્પું છું।
તેમના કલ્યાણ અને સમૃદ્ધિમાં જ મારું સુખ રહ્યું છે।
National Pledge in Gujarati

Flipkart to focus on personalised offering

E-retail giant Flipkart on Wednesday said it will focus on personalised offering by using backend data intelligently to give best shopping experience to customers.

The e-commerce major claims it has a customer base of 45 million. The company will also focus on automating its supply chain to reduce shipment time and increase accuracy to ensure zero customer complaint.

“We want to use data smartly and intelligently at our backend for personalisation in customer offerings, service offering, supply chain offerings. We have regular customer base of 45 million. We will use technology... we will look at buying behaviour and preferences of customers and then personalized our offerings. If we use data, which is available with us, intelligently, we will be able to give best shopping experience to customers,” Company’s VP, Business Development, Adarsh K Menon said in Chandigarh on Wednesday.

Menon said that the company was focusing on automating supply chain to increase accuracy and drive greater speed. Asked about some reports of customers complaining about not getting products what they ordered, he said, “If you look at our daily or monthly scale, it is very big. But mistakes do happen but it is minority, it will be very small. But the idea is it should not be there,”.

“We have customer friendly policies like cash on delivery and easy returns within 30 days,” he said. The company has also started 24-hour Immediate Payment Services wherein payment will be made to customers within minutes as soon as products reach warehouse.

Menon said that 10 million customers visit Flipkart every day and average 4-5 lakh shipments are made per day across the country with electronic, lifestyle and home categories having bigger share in it. He informed that company can deliver products in 13 cities within a day while in 50 cities it can deliver product next day.

Company also announced the launch of ‘FlipkartConnect’-a campaign designed to educate and create awareness amongst customers in Punjab about the benefits of online shopping. With over 2 lakhs customers, Punjab is one of the fastest growing regions in North India and witnessed close to 8% month-on-month growth.

Infact, Ludhiana, Jalandhar and Chandigarh have emerged as the top performing cities in this region, he said. The latest trends reflect that shoppers across all age groups-especially students and young professionals are increasingly shopping via mobile app from the cities in Punjab.

Today, close to 80% of the traffic comes via mobile and new app features like ‘FlipkartImageSearch’ and ‘FlipkartPing’ are used extensively by the shoppers in Punjab especially while shopping for lifestyle products.

“Our customer base in Punjab has been growing exponentially over the last one year...the massive app adoption amongst customers, especially the youth in this region reflects the latest way in which people are shopping in Punjab. Cities like Chandigarh, Ludhiana and Jalandhar are our top performing markets and we foresee more and more customers from this region joining the online revolution,” Menon said.



Finding the right talent is one thing, but retaining it is quite another. That's where culture comes into play
In today's complex and evolved workplace, workplace, talent is the critical driving force behind the success of an organisation.For any company , people are its assets and, if managed correctly , right assets always create lasting value.Just like a technology patent, a proprietary process, or a strong brand, talent is the true asset of an organisation.

As per a study by the World Economic Forum and Deloitte Touche Tohmatsu, there is a worldwide dearth of talent resulting in as much as 10 million jobs in the manufacturing sector unfulfilled. Despite high unemployment rates across the world, shortage of talent and the right skills is an epidemic globally . Finding right talent is only half the problem solved; retaining and nurturing that existing talent is another ballgame altogether. The culture of an organisation therefore, plays an important role in achieving both these objectives. The value of human capital is high for a healthy and profitable organisation. However, it is an organisation's culture that becomes the strategic rope that binds talent together.The culture of an organisation entails a balanced mix of employee-friendly benefits and policies, engagement initiatives, proven career paths, diversity and a lively vibrant environment that fosters fun and creativity . Senior leadership also plays a significant role in being role models. These days, organisations are serious about creating a strong, transparent, collaborative, rewarding and productive work culture that is meaningful to their employees. In times to come, organisations will need to push themselves to find new ways to foster this kind of environment and differentiate themselves from their competitors.

It is not only the culture that reflects the success of talent management in an organisation, but also ensuring that the right people are in the right roles.This requires a strong understanding and accurate assessment of the talent in the organisation, their skills, capabilities, their motivation as well as their developmental needs. Talent needs to be nurtured with a high focus on learning and development; else, there is a danger of disengagement or stagnation. Employees need to be coached to constantly evolve themselves, rediscover their capabilities and take risks with alternative career paths in order to reach career objectives.Employee engagement and high performance are outcomes of a strong alignment between an individual's and the organisation's goals.

The talent teams in organisations have a crucial job to do--not only do they have to build robust and transparent processes around ensuring these talent requirements are met, but they also need to ensure that managers and leaders have equal ownership in the talent agenda.



INDIA'S AVIATION INDUSTRY ENCOURAGES WOMEN TO PURSUE PILOTING
The Indian aviation industry promises huge growth with the introduction of new airlines, modern airports,foreign direct investments in domestic airlines and cutting-edge technology.With the arrival of new international airlines and the removal of the 520 rule that did not grant Indian airlines clearance to fly internationally until they completed five years of operation and had a fleet of 20 aircraft,growth opportunities are developing in the Indian aviation industry.Due to the increase in demand,piloting has become an attractive career choice for women.

India currently has roughly 600 female pilots and the number is increasing annually.Until recently, piloting has never been thought of as a full-time career for women.However,the thinking around suitable careers for women has changed,and one way Indian women have embraced the change is training to become pilots.India is ahead of many other countries by creating education opportunities for men and women,resulting in major airlines employing 11 per cent of female pilots while the global average is only 3 per cent.It is admirable to see women creating a positive change in the industry by choosing a piloting career in what can be a stressful,maledominated industry that requires costly training and has the added pressure of long hours away from family.

The aviation industry is working to upgrade flight skills in the country.Becoming a pilot requires technical training with an academic background in physics,math and earth sciences.With sufficient training and experience,pilots can earn a commercial pilot licence,which is given by the Directorate General of Civil Aviation.AJ Aviation Academy (Bangalore),Indian Aviation Academy (Mumbai),and Rajiv Gandhi Aviation Academy (Hyderabad) are some of the top institutes in the country.Alternatively,major airlines in India train their own pilots by providing cadet pilot training,or arrange for it with the CAE simulator company in Bengaluru which provides A320, B737 and B777 training.Pilots can receive a commercial pilot licence and type rating training,and possible career options include working as commercial,cargo and business jet pilots,as well as air ambulance,air force and government service pilots.

Although more aviation career opportunities are developing for women,there are still challenges for women to reach the Pilot-inCommand (PIC) and First Officer positions.India will need to address the long-hours culture and create better maternity and childcare options to permit more women pilots to reach seniority,the lack of which is a common complaint amongst women working in the aviation industry. Industrial bodies such as Indian Women Pilots Association,International Society of Women Airline Pilots and Institute for Women of Aviation Worldwide are constantly striving towards retaining and growing women's interest in pursuing a career in the industry.As India's socio-economic situation evolves and the manpower demand continues growing,we will see more women choosing piloting careers in aviation.


Indian parents play a key role in shaping the career paths of their children, according to a global study released by LinkedIn.The research was commissioned by LinkedIn.Opinium surveyed 20,176 adults (15,227 current workers and 11,492 parents of workers) between August between August 26 and September 3, 2015 in the following countries: UK, US, Canada, Australia, Germany, France, China, Japan, Hong Kong, Singapore, Spain, Sweden, Brazil, Ireland, Netherlands, Italy, India and New Zealand. 1,000 adults were surveyed from India (866 current workers and 507 parents of current workers).

KEY FINDINGS:

The study revealed that, 82% parents are involved in deciding their child's career; this is the strongest after completion of the child's education; India is amongst the top three countries following this trend, with Brazil highest at 92%, followed by China at 87%; Indian parents continue to be involved in their child's careers even after their education, 84% Indian parents stated that they were aware of what their child does on a day-to-day basis at the workplace.This is higher than the global average (77%); The professionals surveyed stated that their parents have given them about the right amount of career advice (44%); 44% younger professionals (aged 18-34) wanted parental guidance on which subjects to take up at the university. This trend continued even in their careers, with the same group seeking guidance on how to deal with workplace issues; The study shows that Indian parents are committed to guid ing their children in their pro fessional journey without over stepping boundaries and be coming over involved. One in two professionals stated that their parents stopped giving advice at the right time. Giving the right amount of advice, knowing when to step back, stopping at the right time, all indicate that a sufficiently large number of Indian parents do demonstrate lighthouse behav iour. This is further borne out by the fact that 37% of the professionals surveyed en dorsed this by describing their parents as “Lighthouse Parents“ , e which is higher than the global average of (29%). “Light house Parents“ is the term for a new style of parenting which inspires parents to remain a beacon of encouragement and s advice without being too over bearing or taking too much of a step back; 41% of professionals speak to their parents during work hours more than once a week to update them on their work-life.



Work-life balance continues to be an evolving topic for India Inc, according to Randstad Workmonitor Survey Wave 2, 2015. Changes in demographics with increased diversity at the workplace, including twoearner families, suggests that work-life is becoming an increasingly important issue.

KEY FINDINGS:

A whopping 74% of the respondents of the survey indicated that their employers expect them to be available outside regular office hours; 78% of the employees mentioned that they are also expected to be available by phone and email during holidays as well; 64% of both, male and female respondents indicated that they do feel extremely pressured to do so, which clearly reveals the increasing work-life balance issues among India Inc. China and India rank well above the global average on both statements; 69% of the survey respondents mentioned that they sometimes deal with private matters during working hours.Male respondents reflected this trend a little higher (70%) than female respondents (67%); 76% of the employees mentioned that they do not mind handling work-related matters in their private time and a staggering 75% from India indicated that they do this because they would like to stay involved. Almost an equivalent number of male and female respondents opined the same.

OTHER KEY FINDINGS FROM INDIA:

Job satisfaction level: 83% of the respondents were satisfied with their employers; Likelihood of job shifts: The appetite to change jobs (applying and actively looking) dropped to 21% in India (compared to 24% last quarter). 19% of the respondents are passive job seekers; Actual job change: This quarter, the survey reflected the highest actual job change in India and Malaysia. 50% of the survey respondents from India mentioned that they have changed their jobs in the last six months and this trend is really high within the age group of 25-34 years; Job loss fear: Among Indian employees, the job loss fear has increased to 23% over the last quarter, indicating diminishing confidence among them; Focus on promotion: Men and women have an equally strong focus on getting a promotion. 46% men and 47% women employees who participated in the survey indicated the same.