It gives immense pleasure to present the People and Management HR Extravaganza 2018 post event edition.

It’s been an eventful year for HR-related issues hitting the headlines. We revisit each month’s most notable happenings.

Today more people are looking to change jobs every few years for different opportunities, challenges or simply more money. While these movements can mean a steady wage increase and better career prospects for the employee, for an employer it can result in higher staff turnover, costs of recruitment and possibly unrest among those who choose to stay.

In this edition we present an exclusive coverage of notable movements in the industry in 2018 and few that are already announced but scheduled in 2019.

With the concept of ‘a job for life’ no longer expected, or often even sought after, does this make the long service award redundant?

People and Management had an opportunity to have a first-hand lesson from the mind master himself at the Great Place to work Annual conference, Mumbai, on 21 Feb’19. We spoke about Mind Mapping, about the future and how we are already equipped to deal with any possible thing or challenge that could ever come in our way; how organizations are using it & much more. In this exclusive conversation, Tony shared his thoughts on the evolution of Mind Mapping, present
education system and the exciting future of this visual mapping technique.

Awareness is important. To be aware not only means knowing the various processes and practices of the organization, but also the human aspects that drive the people who implement these processes and practices. Awareness is an all-encompassing activity and involves both mental and physical activity. This is where the technique and training of ‘MINDFULNESS’ comes in. Read the following pages to know how this technique is transforming HR.

It gives us immense pleasure to present you the pre event HR Extravaganza 2018 edition of People and Management magazine.

We have been getting great feedback on our previous edition on CSR at workplace; various organisations presented their CSR activities and their contribution
has helped our readers strengthen their Organizational CSR strategies and served to prompt their seeking engagement with contributors to facilitate programs
and interventions leveraging their expertise. Many other organisations want to contribute their write ups on their CSR ventures. We shall soon come out with
another edition based on CSR at workplace.

Welcome to the August edition of People and Management based on the theme of Managing Corporate Social Responsibility (CSR) at the workplace.

One of the last bastions of resistance to CSR programmes within corporates often seems to be the HR department. Given the signifi cant range of issues owned here, that can be a real disadvantage. What are the corporate social responsibility issues that need to be managed in the workplace?

The relationship between a company and its employees can have a big impact on another key relationship — that between the company and its customers. After all, whether the customer trusts and values the company is likely to hinge on the impression created by its human face.

Learning and Development (L&D) today has become a key function in the HR world, and has witnessed a visible shift in the last few years owing to the rapidly changing business environment that is being continuously disrupted by new technologies and
tools of working. With the influx of millennials in the workplace, the workforce is also undergoing a radical shift. Most companies are, thus, looking to adapt their
learning strategies to meet the demands of today’s workforce. Traditional models of learning do little to bridge the gap between employer and employee, or to improve engagement and performance.

Welcome to the bumper edition of people and management!

Ken Robinson, an educationist ranked in the Thinkers 50 list of the world’s top business leaders, once told his audience that the true power of HR would best strive and thrive under situations directly powered by challenges and indirectly powered by innovation.

Taking our cue from the above learning, the stories featured in this edition seek to address our future revolving around work.

Developing a comprehensive framework of today’s work culture is not simple, and with ever-growing inputs and advancements in each area of our work place, this
becomes all the more difficult.

Our lead story, ‘Real Risks of Artificial Intelligence in displacing Human Workforce’, throws new light on the ongoing debate about the implications of AI technology
on humans in the workplace. This debate will remain pertinent in the years to come as advancements are made in this field. Nevertheless, such decisions should
ideally be considered keeping business growth and development in mind. It is important to maintain an optimum balance between human labour and machines
to maximize productivity.

In this first issue of 2018, we delve into the world of ‘Transformation’. The need of the hour being to bring in a radical and profound change in the Industrial Sector. Often Management does not feel the need to communicate with their blue collar workers, resulting in setbacks and Communication gaps. If Communication is
the key for progressive industrial relations, employees/ workers need to be invited to speak their minds so as to set up a two-way communication system which could
lead to greater understanding between management and workers.

The nature of today’s Workforce is ‘change’. It is estimated that by 2019, up to 50 percent of the workforce will be ‘Agile’. Today’s Liquid Workforce demands a
culture which enhances their talents to achieve its full potential; hiring people is one thing, retaining them is another! A talented workforce is a foundation when
building a business. Choosing the right people ensures the growth of a corporation; however, right talent will come at a cost, not just be of monetary value; employee
engagement is an equally important component for earning loyalty and respect from employees.

An organization stands in a recognizable position because of someone’s leadership, and many believe the leader to be in a preeminent position because of their dexterity and great vision. Well, for some, it is humility that matters the most in order to attract co-workers and form a talented team to help build an organization with a collaborative environment. This inspires the team to wilfully emulate actions on the basis of trust and confidence. But do these beliefs really give a foregone
conclusion?

The ‘Lead Story’ of this edition underlines the importance of charisma in a leader in order to be the epitome in a successful business organization. The Greek word ‘Kharisma’ means ‘divine gift’ and charisma is the quality of extraordinary charm, magnetism, and presence that makes a leader competent of stimulating others with the same enthusiasm and devotion.

Innovation has been the very buzzword throughout the year- by now we know that Innovation is not only confined to the plan or the idea. Innovation is another word for inclusion and execution; inclusion of new thoughts & talents, taking risks, and most importantly fight Inertia.

“It is not the strongest of the species that survives, nor the most intelligent that survives. It is the one that is the most adaptable to change.” --Charles Darwin 

The rationale behind these contents is to observe developments in the fi eld of organizational change (OC)  with reference to the context of India.

The Cover Story highlights the requirement of Organizational Transformation in India Inc in order to achieve the idea of changing the corporate world notwithstanding the current economic environment that suggest references from the Hindu Mythology... you will read how! Our Consulting editor describes
the resemblance of situations in the corporate world with the instances between Gods and demons in his article which is the Cover Story ‘Samudra Manthan: An eternal template for Organizational Transformation’; which will rightfully motivate us to fight our demons in the corporate world.

This is followed by the HR‘s Contribution to the sustainability of business during the crisis. Often we fail not with circumstances but with thoughts when we think we can’t, as Marsha Sinetar rightly said, “Change can either challenge or threaten us...Your beliefs pave your way to success or block you.”

The Focus section wholly features bias and diversity which the whole world faces; the corporate world wants to set an example to prove the competency of an organization that embraces diversity and most importantly preserves it.

The digital revolution is reshaping the way we live and work. From ordering food to booking a movie or a cab, simplifying daily activities with just a click is the norm today. Our cover story for this month, “Automation in HR – How much is too much?” looks at the impact of technology and automation in HR from the micro to macro level, and analyses how processes like big data have emerged as the need of the hour today.

As we continue our engagement with the theme of Digital Disruption, our special feature “Innovator, Disruptor or being Disrupted” discusses how digital disruptions in the market place, such as automation, artifi cial intelligence, robotics and mobiles are posing a serious challenge to traditional companies precisely due to their virtual nature.

Whenever Sir Ken Robinson addresses an audience, people watch and listen. In 2006, his talk on “Do Schools Kill Creativity” during the prestigious TED Conference
was seen by an estimated 350 million people in 160 countries which made him the most watched speaker in TED’s history. Ranked in the Thinkers50 list of the
world’s top business thinkers, Robinson emphasizes how the nature of HR would best thrive and strive under situations directly powered by challenges and
indirectly by innovation. 

Taking our cue from his note, we have published this month’s Lead Story, “What are the required competences for HR to facilitate paradigm shift”, wherein the writer, Marianne J Franzen, recalls her personal experience of going through paradigm shifts. Demographics of doing a business change from country to country, but in the grand scheme of things HR personnel must come to terms with their competence
and incompetence during paradigm shift or while creating a new one.

This innocuous and unpretentious quote sums up the dilemma of all HR personnel across big and small companies. HR Managers take great care to pick candidates to fill their boots just right! And who knows the challenges of HR functions and
processes better than our new Business Editor Marianne J Franzen, a veteran in the field and a change management expert. With this issue, we welcome Marianne on the board of People and Management.

Our cover story ‘Creating Shared Values – The Key to Growth’, by Marianne J. Franzen, very succinctly unravels L’Opéra’s secret sauce of stunning success – right recruitment and retention. It reveals discipline and meticulous planning successful
brands follow in HR processes.

Management is nothing more than motivating other people! XLRI - Xavier School of Management has shaped management education in India for close to 7 decades. XLRI Director E. Abraham, S.J, speaks to People and Management on the 68-year-old management school’s brand, education, relevance of international collaborations, advancement in technology, and much more.

It’s time to light the fire within by drawing lessons from India’s first coach; Thought Stimuli also highlights the relevance of big data for HR and engagement.

Winning Outlook enlightens on skills that are imperative to stay competitive, and provides insight on turning millennials into sales leaders of tomorrow.

In the current world scenario, where the virtual is becoming the real and the boundaries are getting blurred, digital technology is revolutionising work spaces and work culture.

The Cover Story looks at how HR moves from its conventional role of recruiting and managing the workforce into a key strategic partner, actively participating in the evolution of an organisation.

We also look at how the Corporate Environment serves the purpose of developing future leaders – fostering and nurturing qualities corporate fi rms would want in a people’s organisation.

Celebrating the Women’s Day, we bring to you stories from across the world, reaffi rming women’s active roles in furthering the human endeavour to progress and prosper while facing challenges in their lives.

This Women’s Special edition celebrates the change in Indian Maternity leave policy, and explores the idea of inclusive corporate structure with fl exibility at work and moving towards parity in  salaries.

This 22nd of March, we are excited to bring to you an HR Conference on ‘Organisational Framework: The Myriad Role of HRM’. Agenda for the event and details of participating HR luminaries can be found inside.

Welcome to the January Edition of People and Management!

Developing a comprehensive framework for analysing many diverse issues in contractual design, such as performance-based pay for top executives, deductibles and co-pays in insurance, and the privatisation of public-sector activities won Oliver Hart, a British economist at Harvard University, and Bengt Holmstrom, a Finnish economist at MIT, this year’s Nobel Prize for Economics.

The Cover Story Contract Theory - Risk, Incentive and Reward looks at its merits and potential business application. Motivation and Retention – Embracing Ownership Share suggests various ways that can lead to substantial feelings of satisfaction and control, thus leading to immense motivation and increased retention.

Mr. Hari Padmanabhan, Chairman, PanIIT Alumni Reach for India Foundation (PARFI), talks about imparting skills to the youth through social enterprise.

In order to hire the best, HR managers want an increase in the hiring budget. India needs talented workforce; companies are opting for various initiatives to get talented candidates, and they are putting in measures to build stronger employer brand.

Cover Story The Millennial Workforce - Secret Ingredient to Organisation’s Success analyses the changing workforce composition, and the role of millennials in the success of organisations. 

The year 2017 will see the increasing use of employee referrals in India for recruitment. New technology and innovative tools will redefine the hiring scenario.

There is a detailed coverage of the fi rst HR town hall session organised by People and Management in New Delhi. Spread over 6 sessions, the day-long HR town hall witnessed enthusiastic participation of professionals from the corporates.

While Winning Outlook takes a closer look at performance management from the time of sourcing to separation, Thought Stimuli stresses on creating short term goals to prevent stumping during appraisals.

Winning Outlook will make you consider about all the fact and fi gures for stepping up in the ladder, talking about the best hiring practices and how Techno- Assistance can enhance human your workability mode.

Technology has step in to unleash all closed doors. Such opportunities give birth to makeable incidents. Setting workforce globally is also the result of technology move. Efficiency and effectives are the two end products which are attained while taking business to off shores. It becomes difficult for HR to manage workforce with different culture , so our Cover Story “Global Workforce Management “ gives you insights for managing workforce globally . It will take you to the Challenges, strategies and challenges of global workforce.

Our HR Best practice is keen to make our young professionals learn more about the best practices at workplace.

Hard work, intelligence, belongingness are merely just words until and unless they are given life. You cannot retain and engage the talent for a long time without recognition and respect. This is how you can retain them for long time. Our Cover Story Employee Lifecycle Management will take you through the best industrial insights.

Best Talent Retention practices are highlighted in HR Best Practices section.

Special Focus talks about the various aspects of recruiting talent.

Winning outlook features key management lessons from Bhagvad Gita.

Higher Education in India focuses on bridging the gap between demand and supply that the industry faces.

In an exclusive interaction, the Ambassador of South Korea to India H.E. Hyun Cho talks about harnessing the youth potential, success of Korean companies in India, and ways to enhance educational cooperation between the two countries.

Also, get a glimpse of the HR Roundtable on ‘HR Best Hiring Practices’ and ‘Attracting and Retaining Best Top Talent’ organised by our magazine People and Management on August 30, 2016 in New Delhi.

There’s much more to keep you updated.

Enjoy Reading!

Human Resource department is changing from administrative-focused organisations and regionalised departments to operational and functional counterparts. Now, HR has taken a multifaceted role adopting new ways to retain and engage top talent. Companies are embracing globalisation; because of technology and competitive pressures, HR professionals’ prime job is to acquire, develop and retain the best talent.

The Cover Story Transforming HR looks at the transformation that is taking place in the present scenario, and its importance for business effi ciency.

The Special Focus offers the best solution to the most daunting challenges of the HR department. The Paradigm Shift highlights the emergence of HR as a business partner. HR Best Practices talks about the stress management of employees. Our Special Series on Higher Education in India stresses on the growing importance of executive education.

There is much more to add to your workaholic bucket list; all the best in your search of the best talent for your organisation.

Talent is the primordial asset that enables the growth of any organisation . Our Cover Story Talent Acquisition explores how the future needs of an organisation can be best achieved with top talent from industry. An organisation’s greatest asset is its skilled human capital; how to train them is highlighted in our Best Practices.

Special Focus takes you through the digital world of HR, whereas Higher Education in India talks about the importance of executive education in India.

HR Lifestyle suggests yoga on a daily basis for the physical and mental well-being.

The HR Trends are evolving; technology has changed the way business works and led to the birth of new game changers. HR needs to adopt new practices to keep them engaged and create harmony between the individual and organisational goals. The Cover story The ‘H’ Factor - A Critical Component highlights the importance of successful management of employees in order to create wonders within a short span of time. Our Special Focus on employee engagement features amazing ways to increase productivity at workplace. A drastic shift has been observed as HR is hiring through social media. Thought Stimuli talks about the identity card/business card becoming an integral part of work identity.

The role of Human Resources around the world is constantly changing.  Advancements in technology, and social media hiring are redefining the HR process.

The Cover Story Managing Talent through Technology features insights from the industry leaders. New HR tools are discussed for effi cient and effective management of Human Resources.

The Special Focus provides tips on making the workplace inclusive through wellness programs that can increase productivity, thus cutting the health costs for the employers.

HR Best Practices highlights participatory approach of addressing grievances in order to effectively manage employees.

Winning Outlook stresses upon the mix of agile working and right strategy, which can determine organisations’ success or failure.

The role of Human Resources around the world is constantly changing. The rise of technology and social media is redefi ning the HR process, and 2016 will see a focused approach on data driven recruitment and employee engagement.

The Cover Story New HR Trends for 2016 features insights from industry leaders. Employer branding, customisation, human touch, employee engagement, etc are highlighted as the new HR trends for 2016. Manufacturing is expected to be the largest job creator this year. 

The Special Focus features Major HR Tech Trends in 2016, and HR Best Practices enlists the valuable HR practices that fi rms must adopt.

These words of this exemplary woman author teach us that an ordinary life is not worth living. A life accompanied with struggles, ups and downs, turns and twists make the journey enjoyable, exciting and adventurous. Some people may kneel down to negative circumstances and could not gather courage to fight with their destiny but some push their limits, follow their dreams and eventually achieve success. When we taste something bitter only then could we realise sweetness. We all experience moments of sorrows, lows, emptiness and other setbacks, whosoever keeps herself straight and flexible touch newer heights. Well the women across the boundaries of the world are not only going ahead of their times, creating a better future for themselves but also imprinting their indelible marks in all spheres of life, whether professional or personal. A woman is a nurturer, care giver, balancer and also holds an enormous amount of patience. Such qualities motivate and influence others to stick on the path less travelled. Equality and empowerment exist in our minds.

The role of Human Resources around the world is constantly changing. The rise of technology and social media is redefi ning the HR process, and 2016 will see a focused approach on data driven recruitment and employee engagement.

The Cover Story New HR Trends for 2016 features insights from industry leaders. Employer branding, customisation, human touch, employee engagement, etc are highlighted as the new HR trends for 2016. Manufacturing is expected to be the largest job creator this year.
The Special Focus features Major HR Tech Trends in 2016, and HR Best Practices enlists the valuable HR practices that fi rms must adopt.

The Winning Outlook highlights the sectors that will benefi t from workplace mobility. Change is the only constant; managing change and cultural transformation is a challenge. The Offshore Perspective
enlightens about the various tools and resources to deal with the complex and evolving workplace dynamics.

“This is going to become a battle for access to your home and office plus mobility. It’s about who can provide the biggest and least expensive and fastest pipe to your home and office and offers you a mobility feature.”

These words of Steve Largent, legendary American sportsperson and thought leader point towards the way things are heading in future. Definitely, these are the times characterised by new IT-assisted developments increasingly being utilised by any modern-day workplace.

Today is the age of mobile workdesks, workstations and virtual offices facilitated by new trends such as BYOD (Bring Your Own Device), CYOD (Choose Your Own Device) and COPE (Corporate-owned, Personally-enabled).

Though, IT mobility has been transforming workplaces not only in India but across the globe, many firms are still mulling over its best execution. There remains an apprehension that while the new trend could boost job satisfaction levels; it could also adversely affect job productivity.

“The way that work gets done, and how HR supports it, is going through major changes. We are moving towards a transient, contingent workforce bringing their devices and apps that help them get work done, plugging into IT environments that are mobile fi rst, and being acquired as much as they are hired.”

These words of George LaRocque, one of the top infl uencers and thought leaders in the world of B2B human resources and workforce technology, clearly points to the rise of the contingent workforce and a shift in HR strategies. This means there is an increase in people who come to a company — equipped with basic skills and abilities — but don’t camp out and stay for the long haul. These workers are unaffiliated with the company’s brand for legal and compliance reasons. When the tasks are completed, they go home.

These words of Henry Ford, American industrialist and founder of Ford Motor Company, best explains the importance of working together as a team for achieving a goal or building a successful business or organisation. However, building a great and effective team is not something that just happens itself. It takes a lot of planning, hard work, thoughtful leadership and continuous efforts to get the right people at the right place and to keep them that way.

In an organisation, people talk about building a great team and working as a team, but only a few know how to create the experience of teamwork or how to develop an effective team. In other words, each member of the team needs to have a great set of skills individually, but they also need to prove they can work well within a team. It is also vital that every individual understands the overall mission and objectives of the organisation.

People and Management  Cover - March 2019 Edition

March 2019

People and Management  - March 2019

People and Management  Cover - February 2019 Edition

February 2019

People and Management  - February 2019

People and Management  Cover - January 2019 Edition

January 2019

People and Management  - January 2019

People and Management  Cover - September - October 2018 Edition

September - October 2018

People and Management  - September - October 2018

People and Management  Cover - August 2018 Edition

August 2018

People and Management  - August 2018

People and Management  Cover - July 2018 Edition

July 2018

People and Management  - July 2018

People and Management  Cover - May - June, 2018 Edition

May - June, 2018

People and Management  - May - June, 2018

People and Management  Cover - March - April 2018 Edition

March - April 2018

People and Management  - March - April 2018

People and Management  Cover - January - February 2018 Edition

January - February 2018

People and Management  - January - February 2018

People and Management  Cover - December 2017 Edition

December 2017

People and Management  - December 2017

People and Management  Cover - October - November 2017 Edition

October - November 2017

People and Management  - October - November 2017

People and Management  Cover - September 2017 Edition

September 2017

People and Management  - September 2017

People and Management  Cover - July - August 2017 Edition

July - August 2017

People and Management  - July - August 2017

People and Management  Cover - June 2017 Edition

June 2017

People and Management  - June 2017

People and Management  Cover - April 2017 Edition

April 2017

People and Management  - April 2017

People and Management  Cover - February - March 2017 Edition

February - March 2017

People and Management  - February - March 2017

People and Management is aimed at helping both HR personnel and other employees and has leading HR practitioners from the industry sharing their views and perspectives on a gamut of topics, which not only help companies to reinvent themselves but also enable them to consolidate and leverage their current strengths. Exhaustive research exercises conducted by our editorial team mingle with the varied and rich experiences of the nabobs of the corporate world to bring to you a qualitative publication.

At People and Management, we understand that –

HR is not about transactionals only
HR is not about textbooks and policies
HR is a mix of Theory and Practice...

People and Management - Your bimonthly corporate guide and ready-reckoner for all people-related matters:
Core HR, Case Studies, Dynamics of HR as a business and growth partner, Articles from HR Leaders on real-time on-the-job implementations of HRM practices and their learnings, Business Etiquettes and much more. 
Also, alternate views dealing with topics on a metaphysical level and a regular dose of Feng Shui for personal and business growth.

People and Management - your Complete Human Resource Management Publication

1. Du godtar at bruken av Magzter.com, applikasjonen og dens tjenester er på egen risiko. Verken Magzter.com eller dets samarbeidspartnere eller ansatte eller tredjeparts innholdsleverandører garanterer at tjenesten vil være fullstendig uavbrutt eller feilfri eller vanntett mot ondsinnede aktiviteter. De garanterer heller ikke at du vil få de nøyaktige resultatene som forventet eller lovet av nettstedet eller produktet.

11. TJENESTEN OG ALLE PUBLIKASJONER LEVERES PÅ EN «SOM DEN ER»- OG «SOM TILGJENGELIG»-BASIS. MAGZTER, DETS TILKNYTTEDE SELSKAPER, LEVERANDØRER, LISENSGIVERE OG AGENTER FRASKRIVER SEG UTTRYKKELIG ALLE GARANTIER AV ENHVER SLAG, ENTEN UTTRYKKELIGE ELLER IMPLISITTE, INKLUDERT MEN IKKE BEGRENSET TIL DE IMPLISITTE SELGERGARANTIENE, EGNETHET FOR SPESIFIKKE FORMÅL OG IKKE-KRENKELSE. UTEN Å BEGRENSE DET OVENNEVNTE GARANTERER VERKEN MAGZTER ELLER DETS TILKNYTTEDE SELSKAPER, LEVERANDØRER, LISENSGIVERE ELLER AGENTER AT (I) TJENESTEN VIL INNFRI DINE KRAV, (II) TJENESTEN VIL VÆRE UFORSTYRRET, RETTIDIG, SIKKER ELLER FEILFRI (III) INFORMASJONEN SOM KAN FÅS FRA BRUKEN AV TJENESTEN ELLER SOM KAN VÆRE I PUBLIKASJONENE VIL VÆRE NØYAKTIG ELLER PÅLITELIG, ELLER (IV) KVALITETEN PÅ EVENTUELLE PUBLIKASJONER ELLER TJENESTEN VIL INNFRI DINE FORVENTNINGER. DU ER ALENE ANSVARLIG FOR Å SKAFFE OG VEDLIKEHOLDE EN PÅLITELIG INTERNETTILKOBLING OG ENHETEN DIN. MAGZTER ER IKKE ANSVARLIG FOR DIN MANGLENDE EVNE TIL Å LASTE NED INNHOLD. ALT MATERIALE SOM LASTES NED ELLER PÅ ANNEN MÅTE FÅS VIA BRUK AV TJENESTEN, GJØRES PÅ DITT EGET ANSVAR OG DIN EGEN RISIKO, OG DU STÅR ALENE ANSVARLIG FOR EVENTUELLE SKADER PÅ DITT DATASYSTEM ELLER DIN MOBILE ENHET ELLER TAP AV DATA SOM OPPSTÅR FRA NEDLASTING AV SLIKT MATERIALE. INGEN RÅD ELLER INFORMASJON, VERKEN MUNTLIG ELLER SKRIFTLIG, FÅTT AV DEG FRA MAGZTER ELLER VIA ELLER FRA TJENESTEN SKAL UTGJØRE NOEN FORM FOR GARANTI.

2. Du skal vedlikeholde og umiddelbart oppdatere denne informasjonen for å holde den sann, nøyaktig, oppdatert og fullstendig. Du er ansvarlig for å opprettholde konfidensialiteten til kontoen din og passordet ditt, for å begrense tilgangen til datamaskinen din, og du godtar ansvaret for all aktivitet som skjer på kontoen din, inkludert valg og bruk av alt innhold og tjenester.

3. Under ingen omstendigheter vil Magzter.com eller noen person eller enhet eller tredjepart som er involvert i opprettelsen, produksjonen og distribusjonen av innholdet på nettstedet og applikasjonen være ansvarlig i kontrakt eller juridisk for eventuelle skader, inkludert og ikke begrenset til, direkte, indirekte, vilkårlige, spesielle og følgevirkninger som påføres deg mens du bruker Magzter.com. Ved å registrere deg på nettsiden eller laste ned applikasjonen godtar du at bestemmelsene nevnt i denne delen skal gjelde for all bruk av og innhold på nettsiden og applikasjonen.

3. Uten skriftlig eller autorisert tillatelse fra Magzter på forhånd, må du ikke modifisere, kopiere, distribuere eller selge noe innhold hentet fra Magzter, for alt publisert her tilhører Magzter eller dets lisensgivere. Siden slik uautorisert bruk også kan bryte gjeldende lovverk, inkludert lover om opphavsrett og varemerker, forbyr Magzter dette på det sterkeste og vil avslutte tilgangen din og slette kontoen din hvis slik ulovlig aktivitet blir bevist eller oppdaget. Du blir også holdt ansvarlig for skader forårsaket av disse uautoriserte aktivitetene. Med unntak av det som er tillatt av utgivelsens lovlige eier, erkjenner du at du ikke får noen eierskapsrettigheter ved å laste ned utgivelser som du får tilgang til via tjenesten. Med unntak av det som er eksplisitt påkrevd i henhold til lov om opphavsrett eller tillatt av funksjonene i tjenesten, kan du ikke modifisere, reversere, publisere, overføre, vise, delta i overføringen eller salget av, lage avledede verk av, eller på noen måte kommersielt utnytte eller levere innholdet i appen, utgivelsene eller deler av dem til en tredjepart uten uttrykkelig tillatelse fra Magzter og eieren av slikt innhold. Vi gir deg ingen lisenser, uttrykt eller implisitt, for de immaterielle eiendelene til Magzter eller Magzters lisensgivere.

5. Du erkjenner spesifikt at Magzter.com ikke er ansvarlig for noen form for ærekrenkende eller støtende eller ulovlig oppførsel fra andre brukere eller tredjeparter eller deres innhold, og at risikoen for skade fra det ovennevnte ligger helt hos deg.

8. Magzter forbeholder seg alle rettigheter til å overvåke innholdet som publiseres og legges inn av deg for å avgjøre om du er i samsvar med disse vilkårene og betingelsene og andre driftsregler fastsatt av Magzter. Magzter har rett til å ta beslutninger om innholdet og slette dem etter eget forgodtbefinnende.

9. Magzter er distributør og IKKE utgiver av publikasjonene, og Magzter har derfor ingen redaksjonell kontroll over innholdet, inkludert meninger, råd, uttalelser, tjenester, tilbud osv., som er representert i magasinene. Magzter vil ikke ta ansvar for nøyaktigheten eller påliteligheten for informasjon eller fakta gitt deri eller som er gjort tilgjengelig gjennom tjenesten, av andre enn autoriserte Magzter-ansatte som handler i henhold til deres offisielle embete. Følgelig har vi ingen redaksjonell kontroll over publikasjonene. Eventuelle meninger, råd, uttalelser, tjenester, tilbud eller annen informasjon eller innhold uttrykt eller gjort tilgjengelig av tredjeparter, inkludert de som er gjort i publikasjoner som tilbys av tjenesten, tilhører sine respektive forfattere eller utgivere og ikke Magzter. Magzter vil ikke være ansvarlig for tap eller skade forårsaket av at du stoler på informasjon innhentet gjennom tjenesten eller fra publikasjonene. Tjenesten kan inneholde koblinger til andre internettsider og tredjepartsressurser, og Magzter påtar seg ikke noe ansvar for kommunikasjon eller materiale som er tilgjengelig på slike nettsteder via koblinger. Disse koblingene er kun for din bekvemmelighet. Du er alene ansvarlig for å forstå eventuelle vilkår og betingelser som kan gjelde når du besøker eller legger inn en bestilling gjennom en tredjepartsside.

Detaljer om det støtende innholdet, inkludert koblingen dens på plattformen vår

Last ned favorittitlene dine og les dem offline, når og hvor som helst

Gi dine kjære et Magzter-gavekort umiddelbart og gi dem friheten til å lese favorittmagasinene og -avisene sine fra tusenvis av bestselgende titler.

Gi dine kjære et Magzter-gavekort umiddelbart og gi dem friheten til å lese favorittmagasinene sine fra tusenvis av bestselgende titler.

Gi dine kjære et Magzter-gavekort umiddelbart og gi dem friheten til å lese favorittmagasinene sine blant {{magCount}} bestselgende internasjonale titler.

Girish Ramdas er medgründer og administrerende direktør for Magzter, en New York-basert oppstartsbedrift som har laget oppstyr i den globale digitale publiseringsvirksomheten. Magzter har nådd 80 millioner brukere siden oppstarten i 2011 fra mer enn 150+ land med tusenvis av magasiner, aviser og bøker fra mer enn 4500 utgivere over hele verden. Han har mer enn 25 års erfaring innen publisering på tvers av plattformer, inkludert trykk-, mobil- og webutvikling. I løpet av denne perioden har han vært med å grunnlegge og drive tre vellykkede oppstartsbedrifter. Han har gjort det mulig for magasinbedrifter å bli digitale og hjelper dem med å tjene penger på innholdet i den digitale verden. Girish' omfattende bransjeerfaring innen nett-, mobil- og publiseringsøkosystemer har gjort ham til en ekspert på anskaffelse, markedsføring og inntektsgenerering av digitalt innhold på tvers av globale plattformer.

I tilfelle du kommer over støtende innhold på plattformen vår, har vi innført retningslinjer for klagehåndtering for å behandle henvendelsene dine.

Magzter Inc. («bedrift», «vi», «oss» eller «vår/våre») vet at du bryr deg om hvordan personopplysningene dine brukes og deles. Les følgende personvernregler («retningslinjer») for å lære mer om personvernpraksisen vår. Ved å besøke noen av nettstedene som drives av selskapet, og eventuelle underdomener derav, eller ved å bruke noen av våre mobilapper og andre metoder for innholdsdistribusjon (samlet omtalt som «tjeneste»), erkjenner du at du godtar praksisen og retningslinjene skissert i disse retningslinjene, og du samtykker herved til at vi samler inn, bruker og deler informasjonen din på følgende måter.

Magzter Inc. er verdens største og raskest voksende selvbetjente digitale aviskiosk på tvers av plattformer med over 80 millioner brukere siden oppstarten i 2011 og med tusenvis av magasiner og aviser på tvers av 40+ kategorier og 60+ språk. Med hovedkontor i New York, har Magzter lokal tilstedeværelse i Amsterdam, London, Mexico by, Chennai, Mumbai, New Delhi, Bengaluru og Singapore, og vi vil snart utvide til andre land. Magzter ble grunnlagt av de globale entreprenørene Girish Ramdas og Vijay Radhakrishnan i juni 2011, og gjør det mulig for magasin- og avisutgivere over hele verden å lage og levere digitale utgaver av titlene deres for globale forbrukere.

Magzter er forpliktet til å tilby en trygg og sikker plattform til våre brukere. Vær oppmerksom på at Magzter bare er en plattform der utgivere kan distribuere innholdet sitt. Vi kontrollerer eller støtter ikke innholdet som publiseres på plattformen vår. Vi kan ikke holdes ansvarlige for handlingene til våre utgivere eller deres innhold.

Magzter er ikke ansvarlig for å kompensere noen part som har lidd skade eller pådratt seg kostnader på grunn av innhold, eller deler av innholdet, som krenker deres rettigheter. Magzter er ikke ansvarlig for noen rettslige skritt i sivilrett for brudd på rettigheter forårsaket av innhold, eller deler av innholdet, som krenker rettighetene til en tredjepart.

Magzter tilbyr verdens største {{allyoucanread}} abonnementstjeneste kalt {{gold}}, som gir digitale lesere ubegrenset tilgang til 9000+ magasiner og aviser for en månedlig abonnementspris. Magzter har også det største antallet historier i verden med sin revolusjonerende ezRead 2.0-funksjon for appene sine, som lar smarttelefon- og mobilbrukere med små skjermer nyte magasininnhold slik det var ment å bli lest, med artikkeltekst som er lett å lese og med fantastiske videoer og bilder i høy oppløsning.

Magzter tilbyr verdens største «alt du kan lese»-abonnementstjeneste kalt Magzter GOLD som gir digitale lesere ubegrenset tilgang til 9000+ magasiner og aviser for en månedlig abonnementspris. Magzter har også verdens største antall historier revolusjonerende ezRead 2.0-funksjon for appene sine, som gjør det mulig for smarttelefonbrukere og mobilbrukere med små skjermer å nyte magasininnhold, med artikkeltekst som er lett å lese og ledsages av fantastiske videoer og bilder i høy oppløsning.

Navn

Merk: Dette vil bare dele omslaget og utgivelsesinformasjonen, men ikke innholdet.

Fyll ut dette skjemaet hvis du trenger hjelp til å publisere innholdet ditt på Magzter

Før Magzter var han president for Dot Com Infoway (DCI) og Galatta Media. Hans oppgaver inkluderte strategisk markedsføring, partnerskapsutvikling og inntektsgenerering av innhold globalt. DCI vokste fra et lite team på 3 i 2000 til 300 innen 2011 og drev med utvikling av web, programvare og apper for kunder over hele verden.

Siden vi lanserte har Magzter vært forpliktet til å samarbeide med globale organisasjoner for å tilby best mulig aviskiosk-teknologi og -service til kundene våre. Enten du ønsker å tilby magasinabonnement til kundedatabasen din eller bare ønsker å finne ut mer, er Magzter forpliktet til å hjelpe bedriften din å vokse. For å finne ut mer fyll ut spørreskjemaet nedenfor:

DMCA tillater oss å gjenopprette det fjernede innholdet hvis parten som sender inn det opprinnelige DMCA-varselet ikke går til rettssak mot deg innen ti virkedager etter å ha mottatt kopien av innsigelsen din.

Disse retningslinjene dekker selskapets behandling av personopplysninger («personopplysninger») og annen informasjon om deg og din datamaskin eller enhet som selskapet samler inn når du får tilgang til tjenesten. Vi kan samle inn personopplysninger fra deg, som forklart mer detaljert nedenfor, og vi bruker disse personopplysningene internt i forbindelse med tjenestene våre, inkludert for å tilpasse, tilby og forbedre våre produkter, tjenester, innhold og annonser, og for å tillate deg å sette opp en brukerkonto og profil, for å kontakte deg, for å oppfylle dine forespørsler om visse produkter og tjenester, og for å analysere hvordan du bruker tjenestene. I visse tilfeller kan vi også dele noen personopplysninger med tredjeparter, men bare som beskrevet i punkt 4.

Denne tittelen er inkludert i Magzter GOLD-abonnementet ditt

For å analysere kvaliteten på innholdet og gi passende tilbakemeldinger til utgivere

Vi har utpekt en klageansvarlig for å behandle eventuelle klager knyttet til støtende innhold.

Vi ber om at enhver klage relatert til støtende innhold sendes til klageansvarlig via e-post til den ovennevnte e-postadressen. Vi ber også om at du oppgir følgende detaljer når du sender inn en klage:

og appen som gir deg muligheten til å bestille, abonnere og motta levering av ulike magasiner, bøker, nyheter og magasin- og publikasjonsrelatert innhold (samlet kjent som «publikasjoner») og få disse digitale versjonene av publikasjonene levert til deg

c. Vi samler også inn informasjon knyttet til din bruk av applikasjonen for å gi personlige anbefalinger. Hvis du oppgir din brukertilgangen for tredjepartskontoer til oss, forstår du at noe innhold og/eller informasjon i disse kontoene («tredjeparts-kontoinformasjon») kan overføres til kontoen din hos oss hvis du godkjenner slike overføringer, og at tredjeparts-kontoinformasjon som sendes til tjenesten, dekkes av disse retningslinjene.

f. Med personopplysningene vi samler inn kan vi svare på dine forespørsler, forbedre produktene og tjenestene våre, tilpasse annonsene og innholdet du ser, og kommunisere med deg om nye produkter.

er verdens største og raskest voksende, selvbetjente digitale aviskiosk på tvers av plattformer med over 87 millioner brukere siden oppstarten i 2011 og tusenvis av magasiner og aviser på tvers av 40+ kategorier og 60+ språk. Med hovedkontor i New York, har Magzter sin lokale tilstedeværelse i Amsterdam, London, Mexico City, Chennai, Mumbai, New Delhi, Bengaluru, Singapore, og vil snart utvide til andre land. Magzter ble grunnlagt av de globale gründerne Girish Ramdas og Vijay Radhakrishnan i juni 2011, og gjør det mulig for magasin- og avisutgivere over hele verden å lage og levere digitale utgaver av titlene deres til globale forbrukere.

n. Vi vil også bruke bruksinformasjon for å sikre at brukerne overholder våre bruksvilkår. For eksempel vil en brukers bruksinformasjon hjelpe oss med å bekrefte at en bruker bare laster ned magasiner eller annet innhold det tillatte antallet ganger eller til det tillatte antallet enheter.

som gir digitale lesere ubegrenset tilgang til 9000+ magasiner og aviser for en månedlig abonnementspris. Magzter har også det største antallet historier i verden med sin revolusjonerende ezRead 2.0-funksjon for appene sine, som lar smarttelefon- og mobilbrukere med små skjermer nyte magasininnhold slik det var ment å bli lest, med artikkeltekst som er lett å lese og med fantastiske videoer og bilder i høy oppløsning.

{{magzter}} er verdens største og raskest voksende, selvbetjente digitale aviskiosk på tvers av plattformer med over 87 millioner brukere siden oppstarten i 2011 og tusenvis av magasiner og aviser på tvers av 40+ kategorier og 60+ språk. Med hovedkontor i New York, har Magzter sin lokale tilstedeværelse i Amsterdam, London, Mexico City, Chennai, Mumbai, New Delhi, Bengaluru, Singapore, og vil snart utvide til andre land. Magzter ble grunnlagt av de globale entreprenørene Girish Ramdas og Vijay Radhakrishnan i juni 2011, og gjør det mulig for magasin- og avisutgivere over hele verden å lage og levere digitale utgaver av titlene deres til globale forbrukere.

People and Management - January 2019

People and Management - January 2019

I denne utgaven

People and Management Magazine Description: