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1.
Natural Volatiles & Essential Oils ; 8(4):9235-9242, 2021.
Article in English | CAB Abstracts | ID: covidwho-1864093

ABSTRACT

Covid-19 pandemic has disrupted the nature of work in different domains of human endeavour. There was a wide spread distress and pessimism among the employees working in different sectors of the economy. Such circumstances demand a compassionate leadership to help team members to unleash their potential necessary to successfully sail through this crisis and setting the stage for turnaround of business.

2.
Natural Volatiles & Essential Oils ; 8(4):9404-9410, 2021.
Article in English | CAB Abstracts | ID: covidwho-1864076

ABSTRACT

Coronavirus pandemic has transformed businesses around the globe, making firms to rethink and rework completely on their processes. The factors like Social distancing, subsequent lockdowns, and other travel restrictions which were unleashed by the COVID-19 crisis have urged lot of people to switch to online mode of buying the required items. If one explores the post-crisis opportunities for the firms, fintech sector has stepped in disruptive innovation and is likely to generate new and embracing solutions. Fintech companies have already initiated in working on their mission and business models after COVID-19. In this back drop, it is very evident that COVID-19 has created incredible opportunities for the Fintech startups and the challenges faced by Fintech startups in tapping the same opportunities need to be studied. Hence, based on the intensive review of literature from various secondary sources an attempt has been made to explore the challenges and opportunities created by COVID-19 Pandemic Outbreak for the sustenance of Fintech startups.

3.
Human Systems Management ; 41(2):277-282, 2022.
Article in English | Web of Science | ID: covidwho-1798952

ABSTRACT

BACKGROUND: Many companies are forced to restructure themselves by right sizing due to unexpected fall in demand for their products and services created by the COVID-19 pandemic. COVID-19 not only affected the health of human beings but also their wealth across the world. Global economic parameters are showing a sign of positive growth with decreased number of COVID-19 cases across the world. Many companies are in a dilemma to rehire their former employees or to hire the new candidates to meet the increased demand. OBJECTIVES: The objectives of study are i) to analyze the key drivers for boomerang hiring and ii) to develop a conceptual process for boomerang hiring. METHODS: An exploratory methodology was designed to identify the key drivers of boomerang hiring by studying the various successful stories of those companies which had rehired their former employees. Various papers were reviewed to develop the process for boomerang hiring. RESULTS: Study showed that knowledge about the culture of the company, cost of hiring, morale booster for the existing employees, and customer retention, are the key drivers for boomerang hiring. This hiring process requires special skills from HR Managers, as this decision will impact long term success of the company. CONCLUSION: The process of boomerang hiring cannot be standardized as each organization culture is different and companies cannot have the same strategy for each candidate as every individual is different. Boomerang hiring will work as the right strategy during pandemic situation as former employees would have built relations with the customers. The customers will be happy to see the former employees who had served them better.

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