Wednesday, 9 September 2015

It Takes Two to Tango

For many of us who started their career in the 90s and before, on-the-job learning was key to one’s growth and success, irrespective of the degree one had. This is why many large FMCG companies chose to send their management trainees to the nook and corner of the country to not just familiarize themselves with the end consumers at the grassroots level but learn en route. And, no academic qualification can substitute this rich experience.
Though large FMCG companies still follow the same-old practice, companies in sun rise sectors often tread a different path. I am not undermining the benefits of a structured learning or a training process, but I do believe that informal learning which includes learning on the job, learning from peers, seniors and even juniors, has its own allure and the possibilities are humongous.
In the past decade or so, the whole idea of learning has undergone a drastic transformation; people refuse to adhere to conventional learning methods, they want to learn just what they need, and when they need it. This is why learning has progressed from tradition classroom environments to boarder, non-linear settings.
Today, it is common place for companies to have training's at various levels as integral part of their agenda, to enhance the knowledge and skill set of its employees. Commendable effort.  However, in a structured environment, there is a possibility of one or two sessions in a month, keeping in line with the training calendar; however that may not suffice to keep pace with the learning curve, especially at a time when the business dynamics are changing by the day.
Every day there is something new to learn or explore be it technology, a new tool, a new business practice or a new media that’ comes up. And to keep oneself updated with the day-to-day changes, one has to learn every day and that is achievable only through informal learning, sans the constraints of a conventional training setting.
In a professional environment, it’s only makes sense to have an open learning process which is not bound by classrooms or confined spaces. When people learn informally or learn through their own experiences, it stays with them for a much longer period. Besides, who wants a classroom kind of an environment after calling it quits post academics.
Besides, as matured individuals, most of this learning actually happens through trial and error, reading, Internet and interacting with people, etc. This is because we as individuals are wired to learn things incessantly and learning cannot be restricted to just the smart board.
One big change that can be seen in many companies is that even formal training and learning sessions are getting the informal approach to make it more vibrant, interactive and open ended.
With GEN-Ys and Millennials populating the workforce, this kind of set-up has become a subject of utmost importance for all companies.
If in early days, doing business was like sailing in smooth waters, in current times, it is like Grade 5 white water rafting. What I mean is that the business environment is so dynamic that it is in a constant state of flux. You can plan for five years ahead; yet, you will find yourself navigating a new challenge every single month.
Moreover, with the technological advancement at its acme, it is challenging to keep up with the knowledge base expansion of the workforce.  Also, getting everyone trained in all the new information that is flooding the world is tough to match up.
This makes it pertinent for organizations to continuously evolve their learning strategies to bridge this knowledge gap.

One way of doing this is by structuring relevant training's to ensure that there is a learning component in every job. This will lead to alert, updated and technologically savvy workforce, which can in turn create differentiation in the market. Apart from learning through classroom or Web-based Training, there can be cross learning between peers. For example, in any software project team there would be people with varying subsets of skills, which they can impart to the project team members. Informal learning through stretch assignments and project memberships too strengthen the informal inputs. When it is done it can double as a retention strategy as well, particularly when used for Top Talents.

Another thing which is critical to any training intervention is focus on accurate and correct mapping of the learner.

Know your goal
To begin with, do we actually know what is the core purpose of learning or why do we learn? Well, we learn because we want to excel at work, be productive in teams that we are part of and most importantly, for growth and success.  However, are organizations able to foster real learning in its people? If you ask me, organizations want learning that enables business results such as smooth execution, surge in returns and profitability, improved customer satisfaction, etc. This makes it an imperative to re-look at investing in learning and development of employees for long term results. 
Some believe that informal learning is more effective and convenient, as it is personal, just-in-time and completely customized. However, before we decide on the effectiveness of the training modes, it is pertinent for L&D leaders, to draft their training agenda that boasts of not just formal classroom/online training for his/her people but a good blend of both. 
For instance, we all have seen and observed the inflight demo of using the oxygen mask or the jacket. But how many of us can actually follow the same and implement it even in normal conditions, forget about the emergency situation. Similarly, if the training sessions are impractical and irrelevant, the entire effort is futile.
Albeit, it is also vital that leaders are able to align employees to the vision, goals and the overall business goals with their training agenda.  Hence, at the planning stage, it is also their responsibility to not only plan ahead and predict the gaps in the existing employee learning, but also to fill those gaps as they uncover them.

What’s in for me?
Be it an informal learning process or a formal one, one key aspect is WIIFM (what’s in it for me). This is what draws people to learn. This is also an adult learning principle. One is always keen to know what and how he/she can progress from this learning. I strongly feel that learning is by choice and not just by design.
If organizations fail to keep the learner in the loop while planning their training agenda, it is most likely that they will fail to achieve their real objectives. The new age learner’s needs and requirements have evolved too. He is not just focused on learning that will help in finding a job; rather he expects that the learning will enhance his employability factors as well.
Creating the blend
Having said that, I also believe that the way out in the future is two to tango. Organisations should have a mixed policy where both formal and informal training sessions have equal importance. After all, each one has its own sets of challenges as well as heaps of advantages.
It would be wrong to expect miracles out of informal learning alone. It has its own shortcomings. Attention span of participants is often ephemeral. It’s been observed that after the initial burst of enthusiasm, internal social networking groups and communities of practices face the risk of running out of steam.
To make informal training interventions work, several motivation factors are required to be built in till a time people learn to internalize them. The core advantage that comes with informal learning is that it is customized, just-in-time and learner driven, which can further act as a double-edged sword. While certain employees may need a strong push in the form of a challenge at work in order to initiate informal learning, some may naturally have the aptitude to learn at one’s convenience.  
Also, most of the informal learning happens in a non-regulated environment and is more driven on what the learner needs to know.
This is where knowing your learner needs comes to the foray.
Also, if formal learning is tough to measure, informal learning is even tougher. Its effectiveness hinges on largely the learning orientation of the participant and can vary considerably from one person to another.
I believe that it is important to learn how to blend both informal learning with that of formal learning to achieve the perfect training outcome.  Most of the informal learning methods offer potential to facilitate learning that translates into actual performance of the employee. Whereas in formal learning, the learners are told what they need to learn and how they will learn it before information is presented for them to remember. 
Finding the right mix
Successful integration of informal learning with conventional learning depends on two factors: learning culture of the organization and the learning orientation of the employees.
It is significant to understand that formal and informal learning are two ends of a spectrum. It is not about 'either- or', but 'both'. Also, having a positive and resilient learning culture will act as glue to tie both forms of learning into one strong approach.
If implemented well, a blended formal and informal learning approach will result in talent pool armed with robust self-directed learning capabilities. These employees will stress on pro-active learning; actively connecting with one other and sharing of knowledge. These factors can further emerge as key indicators for an organization's strong business performance.
For any training session, we have to realise that unlike robots, we are dealing with adults. Hence, it critical to continuously gaze at your learners to understand the practicality of the intervention and if they feel truly engaged by it. This is why we need to actively accept the mutually reinforcing relationship that exists between formal and informal types of learning, and understand the implication of their balance in any learning scenario.

Wednesday, 26 August 2015

Which side of the Brain are you on: Left or Right?

Pop psychology is one of the big beneficiaries of the ongoing social media boom. This is understandable: everyone wishes to unlock the mysteries of Life, the Universe and Everything Else in 140 characters or less. One of the pop psychology theories perennially circulating on Facebook and Twitter is the left brain/right brain hypothesis: the idea that the right brain is responsible for intuitive, creative and subjective functions like emotions, artistic appreciation, colour recognition, while the left brain is responsible for rational, analytical and objective functions, like logic, language, critical thinking and so on. This idea owes its existence to Roger Sperry, a 1981 Nobel Laureate (Medicine), who found that physically separating the corpus callosum (the bridge between the two hemispheres of the human brain) greatly reduced symptoms in epilepsy patients, but left either their reasoning or emotive faculties significantly diminished.    
First things first: this theory was outdated many years ago. We now know that both halves of the brain work in harmony, whether we’re reading Keats or solving a quadratic equation. There is well-documented evidence that shows the left and right brain hemispheres collaborating on linguistic as well as reasoning tasks.
Nevertheless, I find the left brain/right brain metaphor to be a useful tool while discussing personality and what it takes to be an effective leader.

Left Brain Leader: A boss who sets firm guidelines and sticks to them, such a person believes in leading by example, which means working harder than anybody else at the workplace. He or she will be highly organised, meticulous and will not take kindly to people who are perceived to be giving less than a hundred per cent. With a left brain leader at the helm, the organisation will run like a well-oiled machine. The chances of failure will be greatly reduced, but this will come at a cost: adaptability and scope for transformational, long-term change will also be reduced.

Right Brain Leader: A right brain leader will be an audacious risk-taker, a person who not only has an unusual perspective on most issues, but also encourages similar innovations from employees. He or she is likely to factor in intangibles while evaluating a person. Traits like punctuality, political correctness and capability for hard work will be respected by such a person, but they will always take a back seat to raw talent, vision and a flair for looking at the larger picture. Under a right brain leader, the organisation may be a little unpredictable (and a little compromised when it comes to day-by-day efficiency), but will have a chance of coming up with a product that changes the face of the industry.

The important thing, therefore, is to marry the strengths of both these kinds of leaders. The ideal CEO is someone who is sincere enough to inspire basic punctuality and efficiency in employees. At the same time, he or she must cut the team some slack every now and then, and simply ask them (without exerting pressure) to come up with ideas, no matter how wild or impractical. 2+2=4 seems obvious, but that’s only because your left and right brains are working together, after all.

Monday, 27 July 2015

Training As a Strategy

Training, till recently, was a peripheral activity. But it is increasingly taking centre stage as a strategic lever that organisations have. No sensible businessman would expect machines to not undergo maintenance and up gradation for years, and still expect performance and productivity to continue at the same level.
However, many of us don’t offer the same courtesy to our employees. Training and development for employees is akin to maintenance and upgradation. Unfortunately, training budgets are often the first on the chopping block when organisations experience uncertain times.
“What’s worse than training your workers and losing them? Not training them and keeping them.” This quote by Zig Ziglar really hits the nail on the head regarding why many companies shy away from training. However, the costs of not training far outweigh the risk of not training. Not only do good employees leave if not given opportunities for personal growth, it also reduces your competitive edge due to stagnant productivity.
Most companies undervalue the impact training and development can have on productivity and business growth. This is especially relevant for the Indian economy, where 60% of GDP is from the service industry. Which means, human capital is our biggest asset, and the key to growth.
Studies by leading international bodies such as Association for Talent Development (formerly, American Society for Training & Development) and American Marketing Association (AMA) have proved the linkage. Companies that invest more in employee training and train more employees have higher profits, better sales, and higher shareholder return. An AMA study showed that companies that had high investments in training had a return which was 45% higher than the market average on the S&P 500.
The effect of training on profits is backed by solid evidence. However, there is more than meets the eye to what causes such an effect. The way I see it, training has two benefits – the apparent and the inherent.
The apparent benefit is that employees are better skilled. The competency gap is reduced. They are better equipped to do their jobs and require less management.
The inherent benefit, is far harder to measure, but the effect is just as profound. As the many psychological experiments have revealed, training makes employees feel valued. This leads to a host of business benefits such as improved morale, new energy in the workplace and it also helps to earn loyalty.
What is most crucial for businesses to understand, is that this is what employees want. A recent survey by PWC demonstrated that training and development is the most valued benefit for millennials, with cash benefits taking the third place.
The dream of India becoming a super power can become a reality only with proper utilization of its resources. With the service sector in India having such a large impact, the proper utilization of human resources is critical. Therefore, training may seem expensive, but it would be doubly risky to try doing without it. When talent is the key differentiator in a crowded market place, training inevitably becomes a key driver of growth. And with more and more training companies willing to showcase the ROI training has, hopefully more businesses can decode the impact training has on business.

- Published in The Hindu

Friday, 17 July 2015

My Humble Two Cents for the Millennial CEO

I would have used the word ‘advice’ if this post weren’t addressed to millennial CEOs! But that’s thing you see, this league of talent extraordinaire wouldn’t pay heed to patronizing know-it-alls. And rightly so! 

As someone who built a business around and about the millennial mind-set, tapping in to the kind of raw, immense potential they bring to the table, I’ve been a keen observer of the startup space in India. It’s heartening to see the scene explode with ideas and talent showcasing newer, unexplored ways to counter problems. This new breed of entrepreneurs is bold, innovative and unabashedly honest about their dislike to “set in stone rules”. These are people who've dared to dream and taken big risks early in life. They have also been scoffed at and made their fair share of mistakes. Undeterred, they have made it to the other side.

I have always believed in a saying, “Be so good they can’t ignore you” and today I see the younger lot passionately believing in the same. And every year they get younger and better- 19 is the new 23!
At the same time, I see these young men and women struggle to cope with the stress and pressures of funding, competition, marketing, the list is endless. I was all of 29 when I first became CEO so I can vouch for one thing- it isn’t easy and it sure as hell is not a job. It doesn’t come with an off button. But that’s what is great about it!

Here are certain characteristics that I adopted along the way- that have made a huge difference in the way I have dealt with the constant pressures and asks of the job.

Listen to Others and Embrace Differences
I know you are passionate about your ideas and in all probability they are pretty great ideas. But keep an open mind; listen to other people’s thoughts and inputs.  Even if they are different from yours. Especially if they are different! It’s important to overcome the tendency to conform and embrace differences.

Continue to Learn and Create things.
Always have a clear focus in mind and lay the foundation on how to go about achieving your goals. What’s the skill set required? Can you learn the basics of coding over the weekend just to be able guide your tech team better on an upcoming project even when you are an English major? 

Build Your EQ
As you grow, you are expected to have solutions to the more complex challenges of the world. And these are usually to do with human resource, building a team that resonates the same spirit as your organization. Yes, IQ is important but empathy and emotional intelligence are needed to unleash that wit and IQ.

Believe in those who believe in you
It’s not always easy to believe in yourself, but if you are as lucky as I have been- there will be people who follow you and trust your judgement. Honor them. In doing so, you embrace the idea of letting go of self as the end of the story and actually prepare the road for others to succeed.

Digital Detox – the need of the hour!  

We are all there constantly checking emails, on social- sharing, interacting and engaging on different platforms for different purposes. And although I am firm believer that any leadership should be present on social, especially Twitter and LinkedIn- I abstain from any digital interactions before 8am- It’s your time to have a dialogue with yourself, the world isn’t going anywhere.

Monday, 13 July 2015

Welcoming Aboard a New Hire

Welcome aboard!
An effective onboarding program makes new hires feel valued and involved and is a good bet for long term retention…..

It is said that any new recruit irrespective of the level, decides to stay or move on within the first seven days. I have personally experienced this several times in my professional life.
 The first few days are very like the seasoning period when either the new joinee gets accustomed to the new environment, tries to adapt the organization’s culture and smoothly fits into the groove, or on the contrary might just out rightly reject it. The reasons could be many, which would go beyond the pay and perks.
This makes it imperative for any organization to have an impactful onboarding program in place, although, I am an advocate of not having something which is too methodical, instead the focus on creativity and touching the employee’s heart, while giving him the relevant information.

For instance, if someone comes to our home, do we always go as per the plan – 7’o clock tea, 9’o clock breakfast, 12.30 lunch and so on. No we don’t. Instead, we let our guest or the new member to feel at ease and ask for his opinion. Our intention is to make the person feel comfortable and as a good host we would try to accommodate as per our guest’s preference.  Similarly I believe that there can’t be a fixed routine to the onboarding program. Having said that it’s equally important to have a plan in place so that there is no chaos at the end moment, but we should all use your creative judgment in deciding what best suits our new colleague – the new member of the family.
He has to feel invited in the new set-up.

It’s not that only an entry level executive would feel lost in her new job, but even senior employees could feel the same way if her onboarding is not done the right way.
For instance, if a senior executive joins from a competitor’s place. It is likely that he would have several apprehensions in joining your organization irrespective of the hike; he or she may have been offered. So now how do you welcome this new person. Should you start with how the competitor has had all wrong practices in place and your company has got it all right. Or should you make him feel so important on the first day that you show him how you were just waiting for him to come and change the fortune of your company.
I have seen many of my industry colleagues behaving in a similar fashion during such instances. Either they portray a very humble behavior or turn out to be too regimented, and cold.
In my opinion, the new person should be given some time to settle down in the new place and meanwhile you can also take time to evaluate him better.
So here is what I propose to have an effective onboarding program which should be beneficial in retaining employees and achieving business goals.

1.    Soak in the company culture:
Every company has two aspects of the culture. One is the set of rules framed by the company which every employee is expected to follow and on the other hand, there are some unwritten rules. It’s important for the new employee to understand both, and at times it may take a year to get things in place.
I know of a large IT company, where the company especially deputes a co-worker, who takes the new employee through the established guidelines and also the unwritten rules. It’s like you have moved into a new city or a country and how a friend would take you through the brighter and darker sides of the city.  What a great idea of inviting people to your organization and also make them feel comfortable. In such a scenario, it will be much easier for the new employee to adapt the new culture. 
I strongly recommend fostering social relationships with co-workers in making employees feel comfortable from the initial day at work.  Winning organisations consider these relationships as enriching as they make new hires feel invested in their work and the company. As part of the onboarding, companies may organize a team lunch or an evening outing on the first day, which will allow the new hire to mingle with her team, acclimatise with the company culture, work ethics and build positive working relationships. PepsiCo is one such company that I can recall that has developed an online portal called “
“Pre start”. Here new hires can find useful information on company values, culture, organizational structure, etc. In addition, it has also assimilated social media to make them feel like a coherent group.

2.     Try gamifying the process
These days it’s new trend that’s gaining momentum across industries and sector. It's not always about the bottomline, it about engaging the new hires and keeping their enthusiasm atop from day one.  That is why a lot of companies are trying gamified tools for the onboarding process.  These includes, learning challenges, games competitions and contests for the new hires. The passing and sharing of knowledge between the company and the new recruit becomes much easier with this. It eventually changes the boring onboarding process to a fun filled activity and the experience tends to linger on. Like everyone remembers the first day at college, people also keep the memory of first day at work afresh for long. This whole engaging exercise has a positive end goal.At DBS bank, for instance, to engage the new hire’s interest level as well as create curiosity around the induction program, the organization has built Stereoscopic 3D effects on select screens along with engaging videos, personalized welcome messages from department heads help in personalizing the onboarding program as well as boost performance and retention

3.    Treat it like a never-ending process
One common folly that most organizations tend to commit is that they assume that an onboarding process ends on the new hire’s first week on the job. Rather, successful onboarding programs can even span over several months to reap its benefits. The duration of onboarding programs vary in terms of organization. While for some, it may last for a week, for some, it may stretch to four months. In any organisation, the culture is built over years. So how can one expect that a new employee would come and embrace the culture in a few weeks. Every person has his own personal traits and would need a personalised approach to this. 
Assigning a manager/mentor to track employee’s initial months on the job helps to understand their comfort level on the job as well as how things are done at their workplace is also an effective way.  At different stages, the assigned manager/mentorcan ask the new hire about his experiences with the hiring process, if the induction met his expectations, any challenges or issues he may be facing. This will help the organization in understanding the level of engagementor connect the new hire has developedwith the organization. Every onboarding program has to be continually fine-tuned at different stages to keep enhancing its impact and benefits and most importantly, a successful onboarding process is never really over. L’Oreal is one such organization that supports an extended onboarding program. It has a two-year, six-part integration program called “L’Oreal Fit” which builds lasting relationships as well as develops employees for bigger challenges.
While I believe that there are no set onboarding designs or approaches that will work radically for any organization. However, from a business standpoint, it makes no sense to invest on hiring a talent, pay an exorbitant remuneration, lose productivity and then finally lose the employee because the relationship fails to take off on the right foot right at the beginning. To avoid such pitfalls, invest on your people who will help you reap the rewards of a stellar onboarding prgram. 

Tuesday, 30 June 2015

Ten Areas Where HR Managers Need To Improve Immediately

The past two decades have seen personnel departments transform into human resource departments, and focus shifting from industrial relations to employee relations. More recently, the focus has gone beyond employee relations to employee engagement. Human resources is now a highly evolved discipline. However, in spite of a burst of knowledge, practice is still proving elusive.

Here are 10 things HR managers may not be doing, but need to start implementing immediately.

1. Earn a seat at the table
Many HR departments complain about being a siloed function. However, to get a seat on the table they need to earn it. HR managers need to take initiative in understanding core business issues, which involves learning the nitty-gritties of finance, operations, etc. HR managers also need to show their impact in monetary terms, be it through minimised TATs for recruitment or impact of training on productivity.

2. Re-examine your core role
Traditionally, HR has been a risk mitigator; they handled ‘labour’ issues to protect the interests of the company. Companies, especially those in the service sector, are as only good as their people. HR’s role is no longer that of a disciplinarian, but of that of an enabler to maximise productivity. This can only be done by developing a culture of trust where talent can thrive. Remember talent is your strategic differentiator. 

3. Leverage technology
Most companies are automating most backend HR functions like payroll, leave management and benefits, giving HR more time to focus on improving employee engagement. Technology is also bringing about a shift in how employees can work – working from home, virtual teams, etc. and HR needs to be sensitive and proactive in implementing such a change at the workplace.

4. Hire for heart
For millennials, money is no longer the top motivator. Their prime motivator is their passion. HR should also be recruiting for attitude. Skills are essentially transferable and a skill gap can mostly be covered through training and coaching. However, a gap in attitude will always lead to sub-optimal performance. 

5. Recognise and reward good people management
Impressive business school degrees and work experience don’t always translate into competencies in people management. HR needs to take responsibility for recognising and developing people management skills to develop strong leadership bench strength. Unfortunately, most reward and recognition is done for end results; but, how those results are achieved is equally important if sustainability is to be achieved. 

6. Balance between data and the human touch
HR departments are either too data driven, or too subjective. This is often a factor of the size of the company. However, HR managers in all companies, irrespective of size, need to balance being objective and factual while keeping an emotional connect with employees. 

7. Offer a career, not a job
Attrition is one of the biggest HR challenges. HR managers are not usually able to communicate the ‘what’s in it for me’ for staying loyal to the company. A paradigm shift that is getting implemented in variousHR departments is creating defined career paths with set parameters for progression.

8. You can’t improve what you don’t measure
Peter Drucker gets quoted ad nauseum, what gets measured, gets done.  The investment involved in measuring employee engagement often leads to companies using ineffectual interventions to engage employees based on subjective assessments. The cause for demotivation may often be operational or interpersonal, which an offsite or a R&R ceremony can’t fix.

9. Employer branding
There are several companies in the B2B space that advertise heavily to get attention of prospective employees. External and internal branding is crucial to attract the right talent. Employees are your best ambassadors. Focus on maintaining relationships during exits, as it may cause more doors to close than what it seems on the surface.

9. Maintain neutrality
HR departments are often partial to top management or towards the rank and file. They are neither supposed to be ‘yes men’ for top management nor blind champions for employees. It is essential for the HR department to remain neutral and look out for the best interests of all stakeholders.

- This article was written by me for Times Ascent as a guest blogger

Tuesday, 19 May 2015

A recap of this year's MindMine Summit

Another year and another MindMine Summit gone by and I’m already looking forward to what people will achieve this year from what they took back. The two days went by in a blur with some of the nation’s brightest minds discussing India’s future economic landscape and how each and every one of us contributes in our own way.
A tradition we are all familiar with is the lighting of the lamp prior to any event. So to start off the event on an auspicious note, Mr Sunil Kant Munjal, Mr Pawan Munjal and Mr Nitin Gadkari along with the first session panellists carried out this ceremonial deed. Prior to the beginning of the summit, Mr Sunil Kant Munjal gave a short address to the gathered intellectuals to reiterate the theme of the MindMine summit and the true purpose of such summits. That it is imperative that we keep ourselves updated and ready to adapt in this highly volatile landscape to ensure that this is India’s decade. We started the summit with an attention-grabbing speech by Mr Nitin Gadkari highlighting the various ways in which the government is toiling away to ensure the sustained growth for India. From on the ground negotiations for reduced material costs to creating untapped logistics sources, it is quite clear that this government is focused on delivering promised growth for the country. After that eye opening speech, we had a stimulating discussion led by Mr Nitin Gadkari about India 10 years down the line. How the initiatives put in place have already caught the eye of various institutions such as Moody’s and Standard & Poor’s. But for any such growth, we need supporting infrastructure. Mr Suresh Prabhu highlighted the uphill battle that the railways has in its hands to upscale India’s logistics and various steps taken to overcome them. All this infrastructure in coordination with the Make in India policy is designed to promote the manufacturing industry. Mr Amitabh Kant reiterated the various initiatives the government has taken to ensure foreign interest in manufacturing in India. However, without the skill and ability to scale quickly none of the infrastructure matters as highlighted by Mr Ravi Shankar Prasad. He recapped us on the goal of the Digital India initiative. How it will along with a new certification system in government organisations will ensure people are skilled to handle the various job roles they face.
Nowadays demand for all those manufactured goods is not driven by the weekly family visit to the mall. But rather the mouse clicks or the smartphone taps that has brought convenience of purchasing to the masses. From the Nike’s to the Gucci’s; bringing both access to brands and affordable prices e-commerce has tapped our increasingly disposable income quite effectively. However, while we spend our hard earned money getting the latest fad in fashion, our borders are protected by soldiers using aging equipment outclassed by lawless militants. Despite that they ensure we are sleep in peace. Keeping this in mind, the government has reviewed the defence budgets and will be revamping the armed forces. From importing the latest equipment to developing and manufacturing in the homeland to ensure safety and independence. This will not only help creating jobs but also help us in maintaining peace in the region.