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A sixth-grade social science textbook that I read described India as a piece of fabric, with countless threads coloured in a myriad of majestic shades, woven together. This metaphor holds exceptionally well when put into the context of our <keyword id="22706215" type="General" weightage="20" keywordseo="handloom-industry" source="keywords">handloom industry</keyword>. India has a rich history of handlooms and weaving cultures. The culture of handlooms is so intricately woven into Indian culture, that there are whole towns dedicated to the same: <keyword id="248532" type="General" weightage="20" keywordseo="Chanderi" source="Orion">Chanderi</keyword> in Madhya Pradesh to Pochampally in Telangana and a dozen more! Unfortunately, the handloom industry in India is dying. The struggle is multi-faceted, ranging from a declining workforce to fierce competition from <keyword id="20496028" type="General" weightage="20" keywordseo="power-looms" source="keywords">power looms</keyword>. Hence, five years ago, August 7 was proclaimed <keyword id="22677698" type="General" weightage="20" keywordseo="National-Handloom-Day" source="keywords">National Handloom Day</keyword> in response to this crisis and to heighten public awareness. This date holds special historical significance, commemorating the initiation of the Swadeshi Movement in 1905—a pivotal act of defiance against British colonial rule. <h2>When did this industry come into existence?</h2>According to archaeological findings, the origins of handloom in the Indian subcontinent may be traced back to the Indus Valley Civilization. The Mughal Empire was known to support and patronise <keyword id="20258864" type="General" weightage="20" keywordseo="weavers" source="keywords">weavers</keyword>. The support from the royal patrons resulted in the invention of new textiles such as ‘Mulmul’ and ‘Banarasi Brocade’ among others. This era witnessed a heightened worldwide demand for Indian textiles. In the 17th century, India produced 25% of the world’s textiles, with Bengal accounting for more than 50% of textiles and 80% of silks imported by the Dutch from Asia. <h2>What led to the decline of the <keyword id="19934660" type="General" weightage="100" keywordseo="Indian-handloom" source="keywords">Indian handloom</keyword>?</h2>The East India Company's entry fuelled the industry's initial decline, which started in the 1830s. The weavers were obliged to sell only to the British, and that too at exceedingly cheap prices, virtually putting them out of business. On the other hand, Indian cloth was taxed excessively to promote machine-made British clothing. The Industrial Revolution in Britain strengthened their indigenous textile industry, giving rise to new markets for cheaper textiles. In India, the collapse of the Mughal aristocracies meant no access to royal patronage. As a result, textiles like Khadi and muslin had little demand in the market. Circling back to the present, the industry is facing both similar and new challenges. Fabrics made on power looms are cheaper and faster to produce, in comparison to handloom fabrics. The industry is largely unorganised, and the wages are shockingly low. 67% of <keyword id="22706216" type="General" weightage="20" keywordseo="handloom-workers" source="keywords">handloom workers</keyword> are earning less than the minimum wage every month. Faced with economic challenges, the older artisans are thus forced to encourage the newer generation to choose an alternative career path. This migration of the workforce from a traditional sector is evident from the fall in the number of weavers less than 35 years of age- from 26.13 lakh in 2009-10 to 16.07 lakh in 2019-20. The majority of weavers do not have access to banking facilities, let alone institutional credit. Furthermore, if one manages to accumulate credit, there is a mismatch between the supply and demand forces due to the lack of awareness about handwoven textiles in the current generation. <h2>Initiatives for revival</h2>The cultural significance of the Indian handloom isn’t just limited to its beauty and extravagance, but it extends to our independence struggle as well. The Swadeshi movement immortalised the charkha and advocated for the use of indigenous goods. Following independence, the Indian government took many measures to revive the handloom industry. In 1953, India’s Parliament approved the Khadi and Other Handloom Industries Development Act. In 1955, the All India Handloom Fabrics Marketing Cooperative Society was formed to promote the sale of fabrics produced by handloom cooperatives across India. The National Handloom Development Programme (NHDP) aimed to provide financial assistance for marketing and production. The Handloom Weavers’ Comprehensive Welfare Scheme offers health and life insurance to weavers, to ensure social security. The organisation commenced a fortnight-long exhibition, “VIRAASAT” dedicated to celebrating the 10th National Handloom Day began at Handloom Haat in Janpath, New Delhi on Saturday, 3rd August 2024, and will conclude on 16th August 2024. The Handloom Mark scheme was introduced to authenticate handloom products, thus enabling weavers to gain better market access and ensuring that consumers get genuine products. Moreover, the India Trade Portal also mentions that the GOI plans to provide financial assistance of Rs. 30 crore to at least 10,000 handlooms. Various state governments also regularly conduct handloom expos and fairs, providing platforms for weavers to showcase and sell their products directly to consumers. <h2>Contemporary Brands and their love for Indian handloom</h2>Modern, popular designers such as <keyword id="8264" type="General" weightage="20" keywordseo="Sabyasachi" source="Orion">Sabyasachi</keyword> and <keyword id="21493890" type="General" weightage="20" keywordseo="ritu-kumar" source="keywords">Ritu Kumar</keyword> are known to work closely with weavers and have been doing their part by bringing worldwide attention to the handloom industries. Recently, <keyword id="1472101" type="General" weightage="20" keywordseo="Ajrakh" source="Orion">Ajrakh</keyword> was brought into the limelight when Alia Bhatt wore a custom Abu Jani Sandeep Khosla Ajrakh saree to Joy Awards in Riyadh. However, it’s not just the fashion moguls who are working towards the revival of this industry. Contemporary indie brands are partnering with local weavers, and creating awareness about their work. The emergence of such indie brands and their association with local artisans is beneficial for both entities. For instance, Joskai Studio derives its name from ‘Joskai’, a woven piece of cloth worn as a part of the traditional costume of the Tiwa community of Assam. They work with artisans in northeast India, specifically from the weaving village of Saualkuchi in Assam. Rouka by Sreejith Jeevan is a Kerala-based brand that works strictly with weavers from Kerala, specifically Chendamangalam and Kuthampally. <h2>Employment and Exports</h2>According to the Indian Trade Portal, the Indian handloom sector is the country’s second-largest employer after agriculture in rural areas. The Handloom Census 2019-20 mentions that the industry employs about 35,22,512 workers across the country, with women forming 77.29% of the workforce. India is the second largest exporter of handloom products in the world, with exports valued at $ 353.9 million in 2017- 18, as per EXIM bank's working papers. The major handloom export centres are Karur, Panipat, Varanasi and Kannur where handloom products like bed linen, table linen, toilet linen, floor coverings, and embroidered textile materials and curtains etc. are produced for export markets. During April 2021-February 2022, India exported handloom products worth 1693 crore, as per Indian Trade Portal. Indian silk scarves also form a sizable chunk of total handloom exports, in addition to home textiles like carpets, rugs and mats, which constitute over 13.6% of India’s total handloom exports. <h2>The Path Forward</h2>The mere existence of organisations and allocation of funds isn’t enough to sustain the legacy of India’s rich handloom industry. Big corporations working with local weavers ensure employment but don't protect them from exploitation and meagre wages, leaving them vulnerable. The people in power ought to come up with strategies that ensure the trickle-down effect of the schemes and funds. The new generation of buyers has a greater purchasing power than the one before them. Marketing focused on bringing Indian handloom practices into the limelight can do wonders in this case.

Fabric of a nation: Sustaining India's handloom legacy in modern times

New Delhi, Lack of resources, routine aspects of the role, increased level of pressure from the board, and others are the reasons causing 83 per cent of Indian cybersecurity and IT professionals burnout and fatigue issues, a new report said on Monday. According to the cybersecurity firm <keyword id="20022843" type="General" weightage="20" keywordseo="sophos" source="keywords">Sophos</keyword>, stress and burnout were directly attributed as a cause of cybersecurity and IT professional resignations in 33 per cent of companies in India. Organisations also reported that 31 per cent of cybersecurity or IT employees had "moved on" from their roles due to stress or burnout. "Burnout and fatigue are undermining these areas and organisations need to step up to provide the right support to employees especially when, according to our research, 25 per cent of Indian respondents identified that cybersecurity burnout or fatigue contributed to, or was directly responsible for, a cybersecurity breach," said <keyword id="20553425" type="General" weightage="20" keywordseo="aaron-bugal" source="keywords">Aaron Bugal</keyword>, field <keyword id="19954543" type="General" weightage="20" keywordseo="cto" source="keywords">CTO</keyword> at Sophos. The report included a total of 919 responses captured from Australia (204 companies), India (202), Japan (204), Malaysia (104), The Philippines (103) and Singapore (102). Moreover, the report revealed that burnout is felt across almost all aspects of cybersecurity operations, with 93 per cent saying that feelings of burnout increased in the last 12 months, the highest across the <keyword id="20038550" type="General" weightage="20" keywordseo="asia-pacific" source="keywords">Asia Pacific</keyword> and Japan. In addition, 25 per cent identified that cybersecurity burnout or fatigue contributed to, or was directly responsible for, a cybersecurity breach and 22 per cent of companies experienced slower than average response times to cybersecurity incidents. "Boards and executive committees need to drive change and demand responsibility from their deputised charges, in essence for better governance around cyber approaches," <keyword id="20554599" type="General" weightage="20" keywordseo="bugal" source="keywords">Bugal</keyword> said. Further, the report mentioned that about 48 per cent felt heightened levels of anxiety if subject to a breach or attack.

Four-fifths of Indian cybersecurity, IT workers suffer from burnout and fatigue says Sophos

Growing up in Indian households and education systems, we've all been inundated with advice like “take work seriously and don't treat it like a game” and “work and play don't mix”. While these nuggets of wisdom may have come from a well-intentioned place, a recent study suggests they might not always lead to optimal work output. Researchers from <keyword id="20060227" type="General" weightage="20" keywordseo="west-virginia-university" source="keywords">West Virginia University</keyword>, delving into workers' well-being and productivity, have found that individuals tend to perform better at monotonous tasks when those tasks are transformed into games. The team's discoveries imply that workers in factory assembly lines could see improvements in productivity, engagement and motivation when mundane activities — like fitting parts together — are incentivised through competition or rewards. However, this may come at the cost of heightened stress levels. <cmsannotation type="cmsannotation" annotationid="The gamification gimmick" comment="subhead" text="The gamification gimmick">The <keyword id="1071127" type="General" weightage="100" keywordseo="gamification" source="Orion">gamification</keyword> gimmick</cmsannotation> Believe it or not, “gamification” has already permeated various aspects of our daily routines, from fitness-tracking challenges to shopping rewards programs. To evaluate its efficacy in the workplace, researchers devised an experiment using a toy Lego set to simulate a typical production assembly task. Participants were randomly assigned to either a "gamified" group or a "control" group, with both groups tasked with assembling the same Lego model. While both groups were required to assemble the model multiple times, those in the gamified group received productivity incentives through game-like features such as progress bars and badges. The result? The gamified group exhibited significantly higher productivity by the end of the study. Interestingly, participants' last attempt to assemble the Lego kit saw a notable surge in completion times, attributed to their pursuit of obtaining a new personal record badge. This underscores the motivational aspect of gamified tasks, where individuals strive to achieve their best performance. But on the flip side, gamification also led to increased stress levels. Despite the researchers’ expectations of reduced perceived workloads, participants reported heightened frustration, effort, time pressure, and mental and physical demands. Surprisingly, participants in the gamified group outperformed their counterparts, but perceived their performance to be worse. Participants who identified as "self-competitive," driven to surpass their own records, experienced heightened time pressure, while those with lower patience levels reported increased frustration and physical strain during the tasks. However, the researchers argue that this may not be as bad as it sounds, as the ‘psychological load’ of gamification encourages workers to be more mentally active and engaged in the task at hand. As long as stress levels aren't extreme or unnecessary, that extra pressure is likely to drive better performance. Therefore, designers of gamification applications must carefully consider users' tolerance levels to avoid overwhelming them. In essence, successful gamification hinges on striking the right balance and finding the sweet spot between boredom and stress. The study was published in the journal Robotics and Computer-Integrated Manufacturing and can be accessed <a href="https://linkinghub.elsevier.com/retrieve/pii/S0736584524000085" data-type="tilCustomLink" target="_blank">here</a>.

Gamifying the grind: Turning work into play can boost productivity and motivation in monotonous tasks, study finds

<ul class="summary-list"><li>A Neom exec complained about having a Sunday meeting after 3 workers died constructing the megaproject, per a WSJ report.</li><li>Wayne Borg also reportedly made racist comments about Neom's workforce.</li></ul>A <a target="_blank" class="" href="https://www.businessinsider.com/neom-saudi-arabia-quirky-features-swim-lanes-ai-robot-clerks-2024-5">Neom</a> executive reportedly complained about having an emergency meeting on a Sunday evening following the deaths of three employees working on <a target="_blank" class="" href="https://www.businessinsider.com/saudi-arabia-revises-estimates-neom-project-the-line-2024-4">Saudi Arabia's megaproject estimated to cost between $500 billion and $1.5 trillion,</a> according to a <a target="_blank" class="" href="https://www.wsj.com/business/the-worlds-biggest-construction-project-is-a-magnet-for-executives-behaving-badly-9accd37b">bombshell Wall Street Journal report</a>.Wayne Borg, a former Fox Corp executive, reportedly described Neom's blue-collar workers from the Indian subcontinent as "f—ing morons" and said "that is why white people are at the top of the pecking order.""A whole bunch of people die so we've got to have a meeting on a Sunday night," Borg said, according to a recording of the meeting heard by the Journal.The executive also reportedly reiterated the comments in a later conversation about the deaths, per the Journal, saying: "You can't train for stupidity" and: "The white blokes are at the top of the tree."The executives' comments are just one of several cases of executive misconduct reported by the newspaper.The area, which includes a <a target="_blank" class="" href="https://www.businessinsider.com/saudi-arabia-neom-sindalah-island-dubai-resort-tourism-2024-4">luxury Red Sea resort</a> and a linear city <a target="_blank" class="" href="https://www.businessinsider.com/saudi-arabia-neom-the-line-urban-design-linear-pros-cons-2024-6">known as "The Line,"</a> is the centerpiece of Crown Prince Mohammed bin Salman's plan to transform Saudi Arabia into a luxury tourism destination and innovation hub.But recent reports have suggested the project is <a target="_blank" class="" href="https://www.businessinsider.com/saudi-arabia-neom-plans-financial-pressure-foreign-investment-the-line-2024-5">struggling to raise cash</a> and <a target="_blank" class="" href="https://www.businessinsider.com/saudi-arabia-neom-dreams-reality-check-budget-cuts-the-line-2024-7">will be scaled back</a> amid spiraling costs.Neom has also faced accusations of human rights abuses.An ex-Saudi intelligence officer <a target="_blank" class="" href="https://www.bbc.co.uk/news/world-middle-east-68945445">previously told the BBC</a> that authorities had been permitted to use lethal force to clear land for the megaproject, and the CEO of a clean energy company told Business Insider he <a target="_blank" class="" href="https://www.businessinsider.com/malcolm-aw-canceled-100m-neom-contract-human-rights-abuse-saudi-2024-5">pulled out of a $100 million contract</a> after he realized that the Saudis were bulldozing villages to make way for Neom.Citing current and former Neom employees, the Journal reported that three workers were killed by a falling pipe, a collapsing wall, and mishandled explosives.Borg and Neom did not respond to a request for comment, sent outside of normal working hours.Neom told the Journal it has a zero-tolerance policy toward inappropriate workplace behavior.The Journal also reported that Borg was previously reported to Neom's human resources for making racist and misogynistic comments about an employee.

A Neom executive reportedly complained about having a meeting on a Sunday evening after 3 workers died

During the coronavirus pandemic, offices around the world had to alter their way of working and make work from home the norm to keep people safe. For two years, almost all companies in the world offered <keyword id="20665553" type="General" weightage="20" keywordseo="remote-work" source="keywords">remote work</keyword> and there were reports that this would become the future of working. Employees enjoyed the new flexibility and realised how remote work can help them balance work and life with ease. However, contrary to what was perceived, companies began calling employees <keyword id="9081434" type="General" weightage="100" keywordseo="back-to-office" source="Orion">back to office</keyword> as soon as it was safe. <h2><keyword id="20122085" type="General" weightage="20" keywordseo="CEOs" source="keywords">CEOs</keyword> want employees back in offices </h2> In the last few months, there have been ample studies that show how employees are more productive while working from home or in a hybrid setup where they are required to come to office for 2-3 days in a week. Yet, companies are adamant on calling their employees back to offices. For instance, Amazon recently ordered its employees to return to office for five days a week, putting an end to remote work forever. Now, a new study by <keyword id="19896405" type="General" weightage="20" keywordseo="KPMG" source="keywords" meta.keywordsubtype="org" meta.entityname="KPMG" meta.hostid="261" meta.entityid="KPMG">KPMG</keyword> has revealed that majority of Indian CEOs are ready to incentivise employees who work from the office, marking a shift towards a more traditional work model post-pandemic. According to the KPMG 2024 India CEO Outlook, 91 percent of Indian CEOs are considering linking rewards, such as promotions and pay raises, to <keyword id="21386806" type="General" weightage="20" keywordseo="office-attendance" source="keywords">office attendance</keyword>. This figure is slightly higher than the global average of 87 percent, indicating a stronger push in India to encourage in-person work. The report, based on responses from 125 Indian CEOs, highlights a growing belief that office-based work fosters better collaboration, innovation, and productivity. As many as 78% of Indian CEOs expect their entire workforce to return to the office within the next three years, a trend mirrored globally, though at a slightly higher rate of 83%. <keyword id="20142903" type="General" weightage="20" keywordseo="Indian-companies" source="keywords">Indian companies</keyword> are increasingly focused on improving their employee value proposition—the set of benefits and incentives offered to employees. CEOs are prioritising a supportive and engaging office environment as key to attracting and retaining top talent. By linking rewards to in-office work, companies aim to align employee satisfaction with long-term growth objectives. <h2>Understanding what employees want </h2> Sunit Sinha, Partner and Head of Human Capital Advisory Solutions at KPMG in India, pointed out that in the post-COVID-19 era, it is crucial for businesses to understand the evolving preferences of employees. As workers reconsider their options, businesses need to adapt to remain competitive in the talent market. Sinha said that companies must use data to address employee needs, saying, “The power to shape the future of talent lies in staying informed and adapting proactively.” In addition to in-office incentives, the KPMG report also talked about the increasing role of technology, particularly generative AI, in workforce development. Half of the CEOs surveyed are prioritising the enhancement of workforce skills alongside their investment in AI. Indian CEOs believe generative AI can help develop diverse skills and prepare their teams for a future where technology plays a central role in operations. However, while CEOs are optimistic about the potential of AI, they also expressed concern over the lack of regulations governing the technology. Seventy-seven percent of Indian CEOs are apprehensive about the pace of AI regulation, higher than the global average of 69%. Despite these concerns, Indian business leaders remain confident in AI’s ability to enhance organisational performance and secure a competitive edge.

91 percent Indian CEOs want to reward employees who work from offices, majority expect to end remote work in three years

New Delhi, <keyword id="1406196" type="General" weightage="20" keywordseo="Indian-knowledge-workers" source="Orion">Indian knowledge workers</keyword> are the happiest at work compared to their global counterparts, and for a more satisfying work relationship -- 97 per cent of <keyword id="159493" type="General" weightage="20" keywordseo="Gen-Z" source="Orion">Gen Z</keyword> and Millenial employees are willing to sacrifice a portion of their salary, a new study revealed on Wednesday. According to the HP Work Relationship Index, 50 per cent of Indian knowledge workers show a sense of workplace contentment against only 27 per cent of the global workforce reporting a healthy relationship with work. "We're seeing a major change in what matters most to India's workforce. They're seeking job satisfaction through flexibility, mental well-being, effective leadership, and the right tools," said Gurpreet Singh Brar, Vice President, HP India market. The study surveyed over 15,600 respondents, including knowledge workers, IT decision-makers, and business leaders in 12 countries, with a sample size of over 1,300 respondents in India. The survey pinpointed six key drivers of a thriving work relationship -- fulfilment, leadership, people-centricity, skills, tools, and workspace. According to the study, India particularly excels in fulfilment and skills aspects. As the landscape of <keyword id="4350888" type="General" weightage="20" keywordseo="work-relationships" source="Orion">work relationships</keyword> is changing rapidly in India, 78 per cent of knowledge workers reported increased expectations regarding their relationship with work in the past 2-3 years. Moreover, the report said that only two in five knowledge workers feel confident that their company can give them the right tools to support hybrid work. About 80 per cent mentioned that they believe in the importance of encouraging open emotional communication within the workplace. Business leaders also agreed, with 76 per cent saying emotional intelligence is vital for leadership success and a strong 90 per cent think showing empathy matters. However, a significant gap exists as nearly half (47 per cent) of knowledge workers feel their company's leaders aren't meeting their emotional expectations.

97% of Indian Gen Z, Millennials aims to take pay cut for better work relationship

Ottawa [Canada], August 30 (ANI): Over 15,000 Indian tech workers have moved to Canada in the span of just 12 months, from April 2022 to March 2023, indicating that the country has emerged as a global magnet for tech industry talent, according to Khalsa Vox. This surge in migration positions India as the largest contributor to Canada's expanding tech workforce, as highlighted by a recent joint report from The Technology Councils of North America (TECNA) and Canada's Tech Network (CTN). Of the more than 32,000 tech professionals who sought greener pastures, 15,097 chose Canada as their new home, underscoring the nation's allure in the tech industry. Following India on the list of contributors was Nigeria, with 1,808 tech workers making their journey to Canada. Experts attribute this phenomenon to Canada's immigration-friendly policies and its competitive edge in terms of labour costs, as per Khalsa Vox. Khalsa Vox is an online digest that brings the latest in Punjab politics, history, culture, heritage and more. Mississauga and Montreal are the two Canadian cities that stand out as the prime beneficiaries of this influx of global tech talent. Mississauga which boasts a robust community of nearly 1,000 IT firms and an impressive workforce of over 300,000 tech experts, has become a hub for tech innovation. Meanwhile, Montreal has witnessed a remarkable 31 per cent growth in its tech ecosystem between 2015 and 2020. The report, titled 'Tech Workforce Trends: The Migration of Tech Workers and <keyword id="625018" type="General" weightage="20" keywordseo="tech-jobs" source="Orion">Tech Jobs</keyword> Since the Pandemic', sheds light on the significance of this surge in tech migration. It posits that the substantial migration of tech workers fulfils the critical demand for skilled professionals, a need that has become even more pronounced amid the ongoing global talent scarcity. This influx of tech talent is seen as a promising indicator of a prosperous future for Canada's tech industry, according to Khalsa Vox. The migration data further reveals intriguing details about the <keyword id="4416276" type="General" weightage="20" keywordseo="tech-worker" source="Orion">tech worker</keyword> flow. Mississauga welcomed 1,900 tech professionals from across the world, while Montreal witnessed the arrival of 959 tech experts during the specified period from April 2022 to March 2023. Although the majority of the influx is attributed to India, Nigeria, and Brazil, the report also highlights the growing attraction of Canadian tech opportunities for American talent. Notably, Canada is drawing tech professionals from major US cities such as Washington DC, Boston, Chicago, and Philadelphia. (ANI)

You Searched For "indian workers" and got 7 results

Fabric of a nation: Sustaining India's handloom legacy in modern times

Prerna Tyagi

Four-fifths of Indian cybersecurity, IT workers suffer from burnout and fatigue says Sophos

IANS

Gamifying the grind: Turning work into play can boost productivity and motivation in monotonous tasks, study finds

Kunal Kambli

A Neom executive reportedly complained about having a meeting on a Sunday evening after 3 workers died

Tom Carter

91 percent Indian CEOs want to reward employees who work from offices, majority expect to end remote work in three years

Divyanshi Sharma

97% of Indian Gen Z, Millennials aims to take pay cut for better work relationship

IANS

Over 15,000 Indian tech workers moved to Canada in 12 months: Report

ANI

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