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Saturday, July 5, 2025 11:07 PM

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Meta Launches New AI Superintelligence Lab, Brings in Top Talent

Meta CEO Mark Zuckerberg has unveiled a major transformation in the company’s artificial intelligence strategy by introducing a newly formed division focused on building AI systems with superhuman capabilities. The initiative, titled Meta Superintelligence Labs, will spearhead efforts to create AI that can match or surpass human performance in various tasks. At the helm of this ambitious endeavor is Alexandr Wang, co-founder of data-labeling firm Scale AI, who joins Meta as the Chief AI Officer. Zuckerberg, in an internal message to employees on Monday, praised Wang as “the most impressive founder of his generation.” Wang will be joined by Nat Friedman, former GitHub CEO, who will co-lead the lab and guide Meta’s work in applied AI research and product development. Zuckerberg emphasized that AI has become the company’s highest priority this year. “The development of superintelligent AI is no longer a distant concept—it’s within reach,” he wrote. “This marks the dawn of a new era, and I am determined to ensure Meta leads this transformation.” The new direction comes amid an intense race between major tech giants—including OpenAI and Google—to dominate the frontier of AI innovation. Meta has ramped up investments in cutting-edge infrastructure like chips and data centers and has also aggressively recruited top-tier AI talent. A major milestone in this strategy was Meta’s recent $14.3 billion investment in Scale AI, which also brought Wang into the fold. The company is also in discussions to acquire AI startups such as Perplexity AI, Runway AI, and PlayAI, the latter known for using AI to replicate human voices. To further strengthen its superintelligence efforts, Meta has onboarded 11 elite AI researchers from companies including OpenAI, Anthropic, and Google DeepMind. Among the new hires are Jack Rae and Pei Sun from DeepMind, former OpenAI experts Jiahui Yu, Shuchao Bi, Shengjia Zhao, and Hongyu Ren, as well as Anthropic’s Joel Pobar—who previously spent over a decade at Meta. With these moves, Meta is positioning itself to be a dominant force in the next wave of AI evolution. Source: Bloomberg

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Tata Steel Sets Ambitious Goal: 20% Diverse Workforce by 2028

Marking a decade since the inception of its flagship diversity and inclusion programme, MOSAIC, Tata Steel has reaffirmed its commitment to building an inclusive workplace by announcing a target to achieve 20% workforce diversity across the group by 2028. This announcement aligns with the company’s broader vision of challenging gender norms and breaking barriers in traditionally male-dominated industries. Tata Steel emphasized that its approach to diversity is not just policy-driven but deeply ingrained in its organisational ethos, aiming to foster a culture where every individual feels valued, respected, and empowered. Through progressive human resource policies, the steel major has created a support system that includes gender-neutral parental leave, equal benefits for LGBTQIA+ partners, assistance during gender transition, and inclusive relocation and travel policies — reflecting its commitment to a truly equitable workplace. MOSAIC, which was launched in 2015, serves as the cornerstone of this vision. Built on five strategic pillars — recruitment, sensitisation, retention & development, infrastructure, and celebration — the initiative is designed to cater to the unique needs of underrepresented groups such as women, people with disabilities, LGBTQIA+ individuals, and communities benefiting from affirmative action. “Tata Steel’s people-first philosophy has been a defining force in our journey for more than 100 years,” said Atrayee Sanyal, Chief People Officer at Tata Steel. “We believe diversity fuels innovation, and we remain committed to building a workplace that not only accepts but celebrates individuality.” Over the years, MOSAIC has been instrumental in introducing several pioneering initiatives. From the launch of the Women of Mettle scholarship in 2017 and Women@Mines programme in 2019 to the integration of transgender HEMM operators in 2021, the company has continuously pushed the envelope on inclusion. More recent milestones include the Ananta Quest for students with disabilities in 2023 and the induction of the first female firefighter trainees. In a groundbreaking move in 2024, Tata Steel also launched India’s first all-women mining shift at its Noamundi facility. These efforts reflect Tata Steel’s sustained drive to dismantle stereotypes and embed inclusivity into the fabric of its day-to-day operations, ensuring that every employee, regardless of identity or background, has the opportunity to grow and thrive. Source: PTI  

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Majority of HR Teams Unready for 2025 M&A Surge, Says WTW Report

With merger and acquisition (M&A) activity expected to rebound strongly in late 2025, a new survey by WTW highlights growing concerns around HR preparedness in navigating complex deal landscapes. According to the Asia-Pacific-focused report, 54% of organisations expect a rise in M&A activity this year, despite a sluggish start, while only 19% anticipate a decline — signalling a potential late-year acceleration driven by pent-up market momentum. However, the report reveals a significant preparedness gap, as 65% of HR professionals admit they feel underprepared to handle the anticipated wave of deals. Among the top challenges cited are conducting thorough HR due diligence (HRDD), pinpointing critical talent, and aligning workplace cultures post-merger. A notable 78% of companies rank the identification of specialised, non-executive talent as their foremost HRDD priority — a concern that overshadows even leadership retention. In fact, 50% of respondents consider retaining this non-executive workforce as the most vital integration success factor, outpacing the emphasis on executive-level continuity by 21 percentage points. Cultural integration remains another major obstacle. Around 74% of companies outside the US and 54% of those within the US consider cultural alignment the most challenging aspect of M&A, surpassing concerns around technological and operational resources. Looking to the future, HR leaders are increasingly acknowledging the role of emerging technologies. About 65% believe Generative AI will influence M&A processes within the next two years. Yet, widespread adoption remains cautious, with many citing limited practical applications beyond legal assessments and internal communications. The findings underscore the importance of embedding HR early in M&A strategy — particularly as companies use acquisitions to gain access to niche digital and AI talent. Strengthening HR capabilities through foresight and investment could be crucial in preserving long-term deal value amid intensifying talent competition. Source: Economic Times   

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DGCA Updates Flight Safety Guidelines Amid Rising Weather Challenges

Amid increasing instances of extreme weather, India’s aviation regulator, the Directorate General of Civil Aviation (DGCA), has issued revised operational guidelines prioritising passenger and crew safety over strict adherence to flight schedules. In a fresh operations circular directed at both scheduled and non-scheduled operators, the DGCA has urged pilots to adopt a cautious and proactive approach when navigating through adverse weather conditions such as heavy rain, turbulence, thunderstorms, and low visibility. The circular encourages flight crew to opt for diversions or return to base if necessary, clearly stating that safety must outweigh punctuality. Highlighting the growing influence of climate change on flight unpredictability, the regulator has reinforced the need for enhanced situational awareness and preparedness among pilots. It specifically stresses the importance of avoiding risky decisions during night-time landings on wet runways and recommends cross-verification of visual cues with flight instruments to avoid visual misinterpretations. This regulatory update follows recent incidents, including a series of helicopter crashes near Kedarnath and a turbulent IndiGo flight to Srinagar, which underscored the pressing need for stricter operational measures in unpredictable weather. Pilots have now been advised to maintain a minimum buffer of 20 nautical miles from storm systems and to avoid flying under thunderstorm clouds, which can pose significant risks such as lightning, windshear, and hail. The circular also places new emphasis on pre-flight weather planning and early course corrections, including lateral deviation from storm paths instead of risky altitude changes. In a significant move, the DGCA has also addressed Ice Crystal Icing — a lesser-known but hazardous condition related to convective weather — urging pilots to avoid climbing or descending through such zones and instead navigate around them laterally. Communication protocols have been strengthened as well, with the DGCA recommending prompt and clear updates to passengers, cabin crew, and Air Traffic Control (ATC) during turbulent conditions to enhance coordination and awareness. Additionally, the regulator has encouraged aviation operators to implement scenario-based training for flight crews, focusing on weather-related decision-making and the application of Threat and Error Management (TEM) frameworks. The updated guidelines will be in effect for all operators during the pre-monsoon, monsoon, and other weather-sensitive periods, reflecting the DGCA’s increased focus on operational safety in an era of escalating climate variability. Source: PTI

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Genpact’s New 10-Hour Workday Triggers Employee Outrage and Industry Criticism

Genpact, a prominent name in the tech and business services industry, is facing mounting criticism over its recent decision to implement a 10-hour daily work schedule. The policy, communicated internally nearly three weeks ago, has sparked concern and dissatisfaction among employees, particularly in its Hyderabad offices, where the rollout is expected to begin mid-June, as reported by The Hindu. Employees have voiced fears over rising work pressure, compromised work-life balance, and lack of transparency surrounding the change. Many took to social media platforms, including Reddit, to express outrage, calling the new rules “pathetic” and questioning the minimal incentives offered in exchange for longer hours. According to employees, productivity will now be closely monitored via an internal tracking portal. Workers who complete the designated hours can earn up to 500 points per month—translating to ₹3,000—but only ₹150 of that reflects compensation for the extra time, which many argue is negligible. Additionally, employees must now maintain 9 hours of “active” work, monitored through keystroke-logging tools like “WAM,” failing which warning emails are issued. Repeated violations can lead to deductions in bonuses and appraisals. One senior staffer, speaking anonymously, described a rising wave of attrition and growing pressure on those remaining. “Every day, experienced employees are leaving, and new hires are brought in. If someone raises questions, they’re labeled as having behavioral issues and shown the door,” they said. The source added that HR transparency, once a norm at Genpact, has deteriorated, with all hiring and monitoring decisions now tightly controlled by upper management. HR professionals and industry veterans have also criticized the move. A former Genpact employee, now a senior figure in the ITES sector, lamented that the policy betrays the progressive principles the company was once known for. They expressed concern that this precedent might encourage other firms—especially Indian companies—to adopt similar exploitative policies. Executive recruiter Achyut Menon pointed out that this development reflects a wider post-pandemic trend. “During COVID-19, many companies gave out generous salary hikes. Now, some believe they overcompensated, and are using extended hours and rigid policies to push staff out, making room for cheaper hires,” he explained. While employees initially hoped the company might reverse the decision after two weeks of feedback, no rollback has occurred, further deepening the unrest within the workforce. Source: Economic Times

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Google Introduces Voluntary Buyouts Amid Ongoing Cost-Cutting Measures

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In its continued efforts to streamline operations, Google has initiated a new round of voluntary buyouts for employees across multiple departments, including search, advertising, research, and engineering, according to both company sources and media reports. Although the exact number of employees affected remains undisclosed, this move marks an expansion of a voluntary exit program that was previously rolled out to certain U.S.-based teams earlier this year. Google spokesperson Courtenay Mencini confirmed that additional teams have now joined the initiative, which includes severance packages aimed at supporting the company’s strategic priorities going forward. In a related development, the tech giant is also encouraging remote employees living near Google offices to transition to a hybrid work model. “This is part of our ongoing effort to foster more in-person collaboration,” Mencini noted. The latest restructuring step follows Google’s larger workforce reduction in 2023, when the company laid off approximately 12,000 employees in response to declining demand for online services post-pandemic. Source: Associated Press  

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Andhra Pradesh Govt Approves 10-Hour Workday Amid Widespread Protests

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In a controversial move, the Andhra Pradesh government, led by the Telugu Desam Party (TDP), has given the green light to increase the standard workday from nine to ten hours across all private industries and factories. The decision, part of the state’s broader strategy to boost industrial growth and improve its Ease of Doing Business (EoDB) credentials, has sparked strong opposition from workers’ unions and political critics. Previously, the legal daily work limit in the state stood at eight hours before being increased to nine nearly a decade ago. The new amendment, which has been cleared by Chief Minister N. Chandrababu Naidu’s cabinet, now pushes that limit further, raising concerns about worker exploitation and fatigue. Information and Public Relations Minister K. Pardhasaradhi defended the move, stating that easing labour regulations would make Andhra Pradesh more attractive to investors and manufacturers. However, unions and opposition leaders have condemned the changes. V. Srinivasa Rao, State Secretary of the Communist Party of India (Marxist), criticized the decision, alleging that it was made under pressure from the central government to cater to corporate interests. “These amendments strip workers of their rights and reduce them to the status of modern-day slaves,” he said. Rao also highlighted the unfortunate timing of the decision, coming just weeks ahead of a nationwide labour strike on July 9 protesting such reforms. The Andhra Pradesh Factories Act previously restricted adult workers to a nine-hour day, with a mandatory 30-minute break after five hours of continuous work. Unions fear the new policy may allow factory management to unofficially stretch shifts beyond ten hours, possibly to 12 or more, under the guise of extended scheduling. Additional amendments include major changes to overtime and night shift regulations. Overtime eligibility has now been revised upward, from 75 to 144 hours, meaning workers will receive extra pay only after crossing this higher threshold. The government has also lifted restrictions on night shifts for women, with the provision of an extra paid holiday now left to the employer’s discretion rather than being a guaranteed benefit. Critics argue that these changes not only reduce worker protections but also jeopardize their health and wellbeing. “Pushing people to work beyond eight hours a day can have serious consequences on physical and mental health,” warned Dr. T. Seva Kumar, a general physician. As public backlash intensifies, the government’s attempt to court industrial investment is being met with growing resistance from labour organizations and civil society, who see the move as a step backward for workers’ rights. Source: Economic Times Photo Credit: HT

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Nestlé India Sees Dip in Permanent Workforce Despite Higher Investments in FY25

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Nestlé India, the company behind popular brands like Maggi, Nescafé, and KitKat, reported a 3.8% decline in its permanent employee count during the financial year 2024-25 (FY25), even as it ramped up capital expenditure and focused on expanding its operational capabilities. The number of permanent, on-roll employees dropped to 8,419 in FY25 from 8,736 in the previous fiscal. Despite the reduction in headcount, the company saw an overall increase in employee compensation. The median salary hike for employees stood at 4.9%, with non-managerial staff receiving a 5.2% raise, while managerial personnel saw a 3.5% increase in their pay, according to the company. Nestlé India, which crossed ₹20,000 crore in annual sales in FY25, significantly boosted its capital expenditure over the years. Outgoing Chairman and Managing Director Suresh Narayanan highlighted that capex has surged from 1.8% of sales in 2015 to 10% in FY25, indicating the company’s commitment to long-term growth and infrastructure development. The company has also laid out a succession plan with Manish Tiwary appointed as the new Managing Director and Director for a five-year term beginning August 1, 2025. Prior to that, he will serve as Managing Director (Designate) from February 1, 2025, and will take on the role of Key Managerial Personnel starting April 24, 2025. Tiwary received a total remuneration of ₹29.94 million for his two-month stint in FY25. Additionally, he was paid a lump sum joining bonus of ₹151.96 million to compensate for long-term incentives forfeited from his previous employer. Meanwhile, outgoing CMD Suresh Narayanan earned ₹23.47 crore in total remuneration for the fiscal year, underscoring Nestlé India’s commitment to rewarding leadership even amid operational adjustments. This shift in workforce strategy comes as the company continues to invest heavily in capacity building while streamlining its human resource structure. Source: PTI

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Myntra Generates Over 20,000 Jobs Ahead of EORS 22 to Bolster Supply Chain and Customer Support

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In preparation for the 22nd edition of its End of Reason Sale (EORS), fashion e-commerce leader Myntra has announced the creation of over 20,000 jobs through its partner ecosystem. The large-scale hiring drive aims to meet the anticipated surge in demand during the mega shopping event, which kicked off on May 31. These roles span logistics, customer support, and last-mile delivery operations, playing a critical role in ensuring a smooth and seamless shopping experience for millions of customers across the country. Myntra has onboarded a diverse and inclusive workforce, with 22% of the warehouse staff being women, performing essential tasks such as sorting, grading, and packing at its fulfillment centers located in Bengaluru, Mumbai, Kolkata, and Delhi. The expanded team includes individuals from across India, reflecting strong geographic diversity, with hires from Arunachal Pradesh, Assam, Bihar, Chhattisgarh, Jharkhand, Mizoram, Odisha, Tripura, West Bengal, Himachal Pradesh, Punjab, Rajasthan, Uttar Pradesh, and Uttarakhand. Out of the total new hires, approximately 4,500 delivery executives and 1,000 customer service professionals have been specifically added to strengthen last-mile delivery and the customer care workforce, ensuring faster service and resolution during the high-demand period. Myntra’s distribution network, including its robust warehousing capabilities and the Myntra Extended Network for Service Augmentation (MENSA)—a last-mile delivery network powered by local Kirana partners—will be pivotal in servicing nearly 98% of India’s serviceable pincodes during EORS 22. “This expansion of our workforce is a reflection of our unwavering commitment to prioritizing our customers during one of the biggest sale events of the year. We are especially proud of the increased participation of women and the inclusive representation from across India,” said Govindraj MK, Chief Human Resources Officer at Myntra. With the hiring boost and operational reinforcements, Myntra is poised to handle increased traffic and order volumes while delivering a smooth, reliable shopping experience. Source: PTI

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Accenture Names Parived Bhatnagar as Head of HR for EMEA and Advanced Technology Centres in India

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Accenture has announced the appointment of Parived Bhatnagar as the Head of Human Resources for its Europe, Middle East and Africa (EMEA) operations and its Advanced Technology Centres in India (AIOC). Bhatnagar shared the news on LinkedIn, expressing enthusiasm for his new role: “I’m happy to share that I’m starting a new position as Head HR, EMEA, AIOC at Accenture!” In this expanded leadership capacity, Bhatnagar will work closely with regional business leaders to drive organisational transformation, align talent strategy with business goals, and support growth across the EMEA region. He will lead a team of 50 HR professionals overseeing the full employee lifecycle for more than 30,000 employees. As a key member of Accenture’s India HR Leadership Council, Bhatnagar will also contribute to shaping the broader HR strategy across regional and global teams. Bringing over 20 years of diverse HR experience, Bhatnagar has held senior positions across South Asia, the Middle East, Southeast Asia, and North America. His expertise spans strategic HR, M&A integration, organisational development, HR tech, and workforce transformation. He has worked with a broad range of clients—from global enterprises to high-growth companies—across industries such as IT/ITES, manufacturing, BFSI, telecom, retail, healthcare, and energy. Bhatnagar holds a postgraduate degree from the Delhi School of Economics, University of Delhi. His strong academic foundation and global career trajectory make him well-equipped to lead HR initiatives at a time when organisations are reimagining the future of work amid rapid technological evolution. Prior to rejoining Accenture, Bhatnagar served in leadership roles at renowned firms such as Aon Hewitt, Deloitte, and SAP, where he played a crucial role in building people strategies and delivering large-scale HR transformation programmes. His appointment underscores Accenture’s continued emphasis on building agile, people-focused HR leadership to navigate the complexities of today’s global talent landscape. The decision also signals the company’s commitment to strategic, region-specific workforce planning and innovation in talent management. Source: LinkedIn

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