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As India gears up for its vibrant festive season, a notable surge in <keyword id="23052492" type="General" weightage="20" keywordseo="seasonal-hiring" source="keywords">seasonal hiring</keyword> is taking place across various industries, with gig roles leading the charge. According to data from job site Indeed, seasonal hiring is projected to rise by 20% this year compared to last, driven primarily by <keyword id="19990771" type="General" weightage="20" keywordseo="e-commerce" source="keywords">e-commerce</keyword>, logistics, and retail sectors, as companies prepare for heightened consumer demand. Sashi Kumar, Head of Sales at Indeed India, emphasised, "The festive season is a crucial period for businesses across India, and we're seeing a significant uptick in hiring for seasonal roles as companies prepare to meet heightened consumer demand." <h3 style="line-height:1.2;margin-top:14.0pt;margin-bottom:4.0pt;">What is gig work?</h3>Gig work refers to flexible, short-term, or freelance employment often facilitated by digital platforms. Unlike traditional full-time jobs, gig workers are hired on a project basis, allowing them to work for multiple employers or companies as needed. These roles are popular in industries like food delivery, transportation, and logistics. During India's <keyword id="21015356" type="General" weightage="20" keywordseo="festival-season" source="keywords">festival season</keyword>, when businesses experience a spike in demand, gig workers play an essential role in ensuring smooth operations across sectors like retail and e-commerce. <h3>Gig labour during festival season</h3>The festive season in India, spanning from September to December, is one of the busiest times of the year for businesses. As a result, companies ramp up hiring to cope with increased sales and customer demand. Seasonal roles in delivery, logistics, warehouse operations, and customer support see the highest demand, as businesses focus on timely deliveries, inventory management, and customer satisfaction. Indeed's data reveals that the top gig roles witnessing a rise in hiring this season include <keyword id="21462485" type="General" weightage="20" keywordseo="delivery-executives" source="keywords">delivery executives</keyword>, <keyword id="22103182" type="General" weightage="20" keywordseo="warehouse-workers" source="keywords">warehouse workers</keyword>, <keyword id="23052493" type="General" weightage="20" keywordseo="logistics-coordinators" source="keywords">logistics coordinators</keyword>, <keyword id="23052494" type="General" weightage="20" keywordseo="in-store-sales-executives" source="keywords">in-store sales executives</keyword>, and customer care executives. While major cities like Mumbai, Bengaluru, and Delhi see a steady increase in demand for gig workers (18-20%), tier-2 and tier-3 cities like Nagpur, Jaipur, and Vadodara are emerging as key contributors, witnessing a hiring surge of 22-25%. <div type="Article" hostid="261" msid="112999246" title="As fast as some jobs are growing, others are losing steam" mstype="2" mssubtype="0"></div><h3><keyword id="3480589" type="General" weightage="20" keywordseo="meesho" source="Orion">Meesho</keyword> major contributor</h3>One of the standout examples this festive season is Meesho, a leading e-commerce marketplace in India. According to sources, the platform has enabled around 8.5 lakh seasonal job opportunities, representing a 70% increase from last year. Of these, 5 lakh jobs were created within Meesho's seller network, while another 3.5 lakh jobs emerged in the logistics sector. Sourabh Pandey, CXO of Fulfilment and Experience at Meesho, shared, "This festive season, we are particularly thrilled to have enabled 8.5 lakh seasonal jobs, especially in tier-3 and beyond cities. Empowering SMBs, local manufacturers, and logistics providers to scale their business is resulting in meaningful economic opportunities that are driving financial inclusion in these regions." Meesho has reportedly also partnered with prominent third-party logistics providers such as Delhivery, Ecom Express, and Shadowfax to meet the increased demands of the festive season. These collaborations have not only expanded logistics capacity but also helped generate gig opportunities in first-mile, middle-mile, and delivery associate roles. Abhishek Bansal, CEO &amp; Co-founder of Shadowfax, commented, "We are particularly excited to nearly double our capacity across several value-added services, such as Reverse Quality Check-Based Pickups and Hand-to-Hand Doorstep Exchange. These efforts ensure smooth deliveries and returns during the festive rush." <div type="Article" hostid="261" msid="112720685" title="If you want to find a job, it&amp;#39;s time to specialize" mstype="2" mssubtype="0"></div><h3 style="line-height:1.2;margin-top:14.0pt;margin-bottom:4.0pt;">The future of gig work in India</h3>The rapid rise in <keyword id="23052491" type="General" weightage="100" keywordseo="gig-hiring" source="keywords">gig hiring</keyword> reflects the evolving needs of today's consumers, particularly during high-demand periods like the festive season. The e-commerce industry, which saw a 35% rise in demand for seasonal workers, is expected to continue driving this trend, with logistics and retail sectors close behind. "The industries that are growing — e-commerce, logistics, quick commerce — are doing so because they're aligned with the needs and behaviours of today's consumers,” Sashi Kumar explains. “This is where the future of India's <keyword id="19916569" type="General" weightage="20" keywordseo="job-market" source="keywords">job market</keyword> could be heading". With a flurry of companies contributing significantly to job creation, particularly in tier-3 and tier-4 cities, gig work is becoming a vital source of employment across the country. As India's job market evolves, gig work is likely to play an even larger role in shaping the future of work, offering flexibility and economic opportunity to millions of workers. (With inputs from agencies)

E-commerce is expected to help seasonal hiring for gig roles surge by 20% this festival season: reports

<ul class="summary-list"><li>Neha Sampat says being promoted quickly at Sun Microsystems made her overconfident.</li><li>When she moved to a job at VMware, she struggled to navigate a new environment.</li></ul>This as-told-to essay is based on a transcribed conversation with Neha Sampat, 47, about navigating multiple promotions when she worked at Sun Microsystems. Business Insider verified her employment with documentation. The following has been edited for length and clarity.I've always had one foot in startups throughout my career.I started a PR firm with my friends after undergrad and ran it while pursuing an MBA at Santa Clara University. It was one of many startups I founded throughout my life. Currently, I'm the founder and CEO of my own software company, Contentstack.But early in my career, I wanted to try working for a big company. In 2002, while doing my MBA, I started a product management internship at <a target="_blank" href="https://www.businessinsider.com/jensen-huang-nvidia-history-demise-cisco-sun-microsystems-2024-6">Sun Microsystems</a>. After about eight months, they hired me full-time as a product manager.I was a kid who fell into a company that was one of the darlings of <a target="_blank" href="https://www.businessinsider.com/san-francisco-new-york-london-tech-where-to-live-2024-8">Silicon Valley</a> at that time. Getting a job there was a big accomplishment for me.<a target="_blank" href="https://www.businessinsider.com/remote-worker-promoted-senior-manager-2024-4">I was promoted</a> three times in my four years full-time at Sun, but when I moved to a new job at <a target="_blank" href="https://www.businessinsider.com/vmware-customers-report-massive-price-increases-since-broadcom-deal-2024-8">VMware</a>, I had to learn to do things completely differently, and it humbled me.I realized being promoted too quickly made me overconfident. Nowadays, at my own company, I'm much more careful about how rapidly I promote employees.<h2 id="edd3cbc1-fed7-49ca-b59b-f86ba0404fa5">I got promoted annually at Sun. I felt like a rising star in the company.</h2>Sun hired me as a product manager after my internship, roughly around March 2003.I had a lot of confidence because I'd already run my own business. A year into my full-time role, I got promoted at my regular performance review into a senior product manager, where I was managing others.I realized I wanted to keep moving up and began actively trying to get promoted, attempting to perform at the level above my position so I could achieve that goal.A year later, <a target="_blank" href="https://www.businessinsider.com/strategies-manage-career-get-promoted-from-amazon-vp-2024-6">I was promoted</a> to product line manager, and then after another year, I was made group product marketing manager.Other people were getting promoted at the company as well, but I think I was one of the rising stars in the organization. Roughly a year after I was hired full-time, one of my VPs pulled me aside, saying I brought an entrepreneurial mindset to Sun and they wanted to invest in me and my career.Sun was a place where you could be yourself and hone the power you brought to the table. If you had a really good idea, it didn't matter whether you were an intern or a 70-year-old engineer, someone would be willing to listen, and those ideas could go all the way up to executive meetings.I had the opportunity to think differently, and I felt it was valued. It fed my confidence a lot.<h2 id="bd32a7d1-e282-4449-be29-b247925b831a">I was managing people with more experience than me</h2>The last title I held at Sun was as a group product manager. I was around 27, managing a team of about 15 people. Everyone on my team had been at the company longer and had years more experience than me. It was really challenging because many of them saw me as the intern who got promoted way too quickly.The biggest challenge was gaining people's confidence. I remember one of my employees saying he didn't think he should report to me. I suggested having one-to-one meetings to learn from each other. Eventually, he realized I was giving him projects that he wanted to do, and he started instigating meetings with me, too.I think I was good for an <a target="_blank" href="https://www.businessinsider.com/biggest-mistakes-of-new-managers-2014-1">inexperienced manager</a>. There were many things I didn't know, and I was definitely naive, but I did the best I could with what I knew.I don't feel I underperformed in my roles, partially because my growth mindset led me to have many peers and mentors who guided me, but I didn't have the years of experience a person in these roles would typically have.<h2 id="0b1a2fda-0e18-40a1-af7f-55054a1a4f87">It was only after moving to a new company that I realized I was out of my depth</h2>I wanted to step up to a director position at Sun, but the company was going through a lot of changes.While it was a darling of <a target="_blank" href="https://www.businessinsider.com/dating-silicon-valley-big-tech-hard-want-marriage-kids-2024-7">Silicon Valley</a> in the 1990s, it struggled in the early 2000s. The part of the business I worked in wasn't getting the traction the company wanted. I knew I needed to leave and started applying for other jobs in and outside Sun.In March 2007, I started a job at VMware. It was a lateral move — I was hired as a group marketing manager running their e-commerce channel. I expected to keep rising through the ranks, but VMware had a very different culture.Sun was all about good ideas, but I felt VMware was focused on high pedigree. There were a lot of <a target="_blank" href="https://www.businessinsider.com/how-high-school-dropout-stanford-harvard-became-lawyer-2024-7">Stanford and Harvard</a> alumni and I wasn't one of those people. I realized how different my career and upbringing were from the majority of employees there.The first year was the hardest. I remember being worried about asking stupid questions.I once had to put together a presentation about our commerce store. I had meetings with the product management teams where I couldn't even understand some of the questions the team members asked me because of the company vernacular and acronyms they used.It felt like everything was done by committee, and I felt like I had to convince people to let me attend meetings. They were methodical about decision-making, which meant getting things done took longer. I had to learn to do things completely differently.<a target="_blank" href="https://www.businessinsider.com/eat-the-frog-promotions-meta-google-2023-12">Getting promoted fast</a> at Sun gave me too much confidence. Being at VMware humiliated me because I didn't know how to grow and thrive in a different organization, and it was humbling.It was great to be uplifted early in my career, but this felt like a big fall. I didn't feel secure enough to ask questions and seek help.I spent four years at VMware, but I was <a target="_blank" href="https://www.businessinsider.com/some-truth-nice-guys-finishing-last-work-personality-business-promotions-2024-6">never promoted</a>. I probably should have moved up during my last year, but I also think I was catching up to the experience others had at my level.Just before joining VMware, I co-founded a consultancy company called Raw Engineering with my husband. I'd already been helping him with the business in my spare time while at VMware and wanted to return to being a founder, so I left VMware and became Raw Engineering's CEO.I'm now the <a target="_blank" href="https://www.businessinsider.com/work-advice-for-introverts-to-succeed-from-ancestry-ceo-2024-9">CEO</a> of another company we built called Contentstack.<h2 id="c64d5c9c-bb38-4853-bba2-228823eb2264">I now take a slower approach when promoting my own employees</h2>If I were going to work in corporate for life, I think the <a target="_blank" href="https://www.businessinsider.com/ways-to-get-promoted-quickly-2016-10">rapid promotions</a> I experienced wouldn't have been great for my career because you need to move at a pace where you can successfully grow.But as an entrepreneur, I think it was great because it forced me to do things outside my comfort zone.Now, at Contentstack, we're very intentional about <a target="_blank" href="https://www.businessinsider.com/how-to-get-promoted-at-work-2018-7">promotions</a>. We try not to promote people more often than every two years, even if they're super high-performing.We're a much smaller company, with just under 500 employees, but if Contentstack were to grow as large as a company like VMware, I'd want to be even more intentional about promotions.You have to give people the opportunity to grow in their roles for them to advance to the next one.

I was promoted too quickly at my Silicon Valley job and it made me overconfident — moving to a new company was a humiliating experience

<ul><li><keyword id="3005928" type="General" weightage="20" keywordseo="fastag" source="Orion">FasTag</keyword> technology is adapting to a new market</li><li>Your FasTag can now pay for more transactions like fuel and food</li><li>Startups like <keyword id="4064372" type="General" weightage="20" keywordseo="numadic" source="Orion">Numadic</keyword> are enabling this ecosystem with new products </li></ul> FasTag technology has been around since 2014, with the earliest rendition of the tech being limited to toll tax payments. Like any fast e-commerce technology in India, like UPI, our country was quick to adapt to Fastag as well. Almost 10 years in, Fastag’s adaptation to more payment gateways have been fairly slow, with most famously being adapted to car parkings. This might change soon, and if startups like Numadic are to be followed up, the autonomous vehicular payment sector is a booming business. FasTag as it exists - Let’s talk numbers As per official data as of January 2021 54.6 lakh cars on roads are enabled by FasTag in India. Since then the number has only increased. As of today The FASTag system has expanded its coverage to encompass 1,228 toll plazas, which includes 339 state toll plazas. With a penetration rate of approximately 97 percent, the system has issued over 6.9 crore FASTags to users. What does Numadic do? NUmadic has formed partnerships with Hindustan Petroleum and Indian Oil to implement FASTags for fuel payments. The platform has witnessed significant growth, handling close to $1 million in vehicle transactions on a daily basis. The pilot phase commenced in October 2021. Notably, ICICI and IDFC First Bank have initiated the rollout of FASTag-enabled fuel payments at specific outlets through collaborations with petroleum giants such as Indian Oil and Hindustan Petroleum. Additionally RFID technology streamlines electric vehicle (EV) fleet management. By placing RFID readers in the vehicles and employing RFID tags for driver identification, managers can enhance route optimization, monitor vehicle usage, and boost overall efficiency. The future for gateway payments is only expanding and we will be covering it more moving forward. Our readers can also expect a video depicting the format soon. For more informative content make sure to check out our <a href="https://www.instagram.com/businessinsiderin/reels/">social media</a>.

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E-commerce is expected to help seasonal hiring for gig roles surge by 20% this festival season: reports

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I was promoted too quickly at my Silicon Valley job and it made me overconfident — moving to a new company was a humiliating experience

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Cars and commerce - How payment gateways in cars are changing

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