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<ul><li>Over a third of salaried employees are comfortable discussing their pay with colleagues. </li><li>More than 80% of employees also think that frequent job switches have created a positive impact on their career. </li><li>Three in four hiring managers say that transparency in pay and rewards will become important in the future.</li></ul>Whispering one’s salary might no longer be a norm. Over a third of Indian employees are now comfortable talking about their pay. Most employees also think that it is reasonable to share salary information with their colleagues, according to a report by the global management consulting firm <keyword id="743341" type="PERSON" weightage="20" keywordseo="Korn-Ferry">Korn Ferry</keyword>. Three in four hiring managers also say that transparency in pay and rewards will become even more important in the future. This has called for the need of channelising pay programmes and counselling employees who feel undercompensated. The report also identified transparency in pay, diversity and inclusion programmes are the key trends that will drive hiring in 2020. “Companies are also looking for talent who can navigate the future and see through the changes in business models, including putting the right funding in the right place,” said Konika Chadha, head of professional search at <keyword id="1890698" type="LOCATION" weightage="20" keywordseo="Korn-Ferry-India">Korn Ferry India</keyword>. More than 80% of employees also think that frequent job switches have created a positive impact on their career. Yet another pressing concern for the employers is the reskilling of employees. More than a quarter pof recruiters globally said that reskilling workforce, agility training and programming skills are key concerns in order to increase retention of employees. “For economies like India, the shift towards building an agile workforce and further developing world class local talent whilst remaining attractive as a global innovation hub is going to be critical for its future proofing,”said <keyword id="1024118" type="PERSON" weightage="20" keywordseo="Navnit-Singh">Navnit Singh</keyword>, chairman and regional managing director of Korn Ferry India. See also: <a href="https://www.businessinsider.in/careers/news/the-salary-hikes-in-india-will-be-the-best-in-asia-next-year-but-inflation-will-eat-most-of-it/articleshow/72332600.cms">India’s salary growth at 9.2% in the coming year: the salary forecast by Korn Ferry</a> <a href="https://www.businessinsider.in/careers/news/heres-how-uber-accenture-are-improving-diversity-by-employing-specially-abled-persons/articleshow/72348735.cms">Here’s how Uber, Accenture are improving diversity by employing specially-abled persons</a> <a href="https://www.businessinsider.in/salaries-in-india-projected-to-rise-by-10-this-year-but-theres-a-catch/articleshow/67585991.cms">Salaries in India projected to rise by 10% this year — but there’s a catch</a>

Indians don't want to hide their salaries from colleagues anymore

To react faster in the marketplace, the <a href="http://www.businessinsider.in/searchresult.cms?query=Aditya+Birla+Group+">Aditya Birla Group</a> has come up with an idea of mentoring its young leaders. It has roped in transition coaches and internal chieftains to train its young managers who are being elevated as the metals-to-retail conglomerate transforms into a more consumer-facing organisation with expansion in <a href="http://www.businessinsider.in/searchresult.cms?query=telecom">telecom</a>, retail and financial services. 
 
In the past one year, the $41-billion, or about Rs 2,67,000-crore, group has shown confidence in young leaders by handing them several key roles with profit and loss (P&amp;L) responsibility, reported the Economic Times. 
 
Therefore these leaders, who are below 35 years of age, need coaching and mentoring that has become an integral part of transformation strategies of Indian conglomerates and business houses. 
 
"Young talent in the system are being given larger responsibilities as first-time managers as the organisation transforms into a more learning and consumer focused entity which is more agile, proactive and empowered in the marketplace," said Santrupt Misra, global human resources director of the group and CEO of Carbon Black. 
 
"It is about creating a culture of acting," he told ET at an exclusive meeting. 
 
The group has two initiatives — 'Lead Leap' and 'Cutting Edge Program' — in place to create a pipeline of leaders to take up key roles in its more than 40 companies, including <a href="http://www.businessinsider.in/searchresult.cms?query=Hindalco+Industries">Hindalco Industries</a>, <keyword id="6354924" type="PERSON" weightage="80" keywordseo="Idea-Cellular">Idea Cellular</keyword>, Madura fashions and <a href="http://www.businessinsider.in/searchresult.cms?query=Ultratech+Cements">Ultratech Cements</a>, with operations in over 40 countries. 
 
"We are not disparate businesses anymore... and we need to create a consumer brand mind set among employees," Misra said. 
 
The group portfolio includes a combination of both asset heavy global businesses such as metals and cement and asset light businesses such as retail, financial services, insurance and telecom. 
 
The <a href="http://www.businessinsider.in/searchresult.cms?query=Reserve+Bank+of+India+%28RBI%29+">Reserve Bank of India (RBI)</a> has recently given in-principle approval to Aditya Birla Nuvo to start a payment bank. The group is also reported to be eyeing a strong presence in the ecommerce space, either through acquiring existing players or building one from scratch. 
 
Misra said having a strong team of young managers is important in consumer businesses that require quick decisions. 
 Young managers such as Suraj Bahirwani, COO, hyper market, at Aditya Birla Retail; Bijoy Chatterjee, head of Star Cement, Bahrain; Sunaina De Cunha, fund manager, fixed income, at Birla Sun Life Asset Management; <keyword id="3011670" type="UNKNOWN" weightage="60" keywordseo="Rakesh-Pundir">Rakesh Pundir</keyword>, functional head, network services, at Idea Cellular; and Munish Rathi, factory head at Aditya Birla Insulators, were elevated to their current roles under the Lead Leap initiative, which offers opportunities to work across the group's diverse businesses and meet and engage with its eminent business leaders. 
 "Senior management ages are becoming lower everyday across sectors, be it consumer, retail, <keyword id="34523" type="CITY" weightage="60" keywordseo="fmcg">FMCG</keyword>, technology or any other. At the same, time business environment is changing faster than people are able to adapt," said Navnit Singh, chairman and MD of India for Korn/Ferry International. 
 
"In such a scenario, a lot of Indian business houses are realising that in the end there is no better way to build talent than giving people from within the opportunity to grow by training or coaching them," he said. 
 The <keyword id="44373" type="CITY" weightage="80" keywordseo="Aditya-Birla-Group">Aditya Birla Group</keyword> had been working on a centralised employer brand strategy across its companies. Misra said the group HR has taken the ownership of the employer brand centrally to ensure appropriate alignments and investments between the companies. 
 
(Image: Indiatimes)

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Indians don't want to hide their salaries from colleagues anymore

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