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<keyword id="21244010" type="General" weightage="20" keywordseo="government-measures" source="keywords">Government measures</keyword> such as mandatory quality control orders and increasing customs duty have helped boost exports of <keyword id="25284" type="General" weightage="20" keywordseo="toys" source="Orion">toys</keyword> from India, but there is a need to do much more for the sector, a top official said on Wednesday. Secretary in the Department for Promotion of Industry and Internal Trade (DPIIT) Rajesh Kumar Singh also indicated that they are diligently pursuing the proposal of extending fiscal incentives under the production-linked incentive scheme for the sector. <br /><br /> He said that the industry is wondering about one proposed major policy intervention and "let me assure you that we are still pursuing that". <br /><br /> In the interim Budget in February, the Commerce and Industry Ministry has recommended an outlay of Rs 3,489 crore for the Production Linked Incentive (PLI) scheme for toys to boost domestic manufacturing of the sector. <br /><br /> As the scheme is yet to be cleared by the Union Cabinet, the interim Budget has made a token provision of Rs 1 lakh towards the scheme for 2024-25. <br /><br /> The scheme aims to attract investments in key sectors and cutting-edge technology; ensure efficiency, bring economies of size and scale in the manufacturing sector and make Indian companies and manufacturers globally competitive. <br /><br /> Singh said that the country's <keyword id="21563576" type="General" weightage="20" keywordseo="toy-exports" source="keywords">toy exports</keyword> have jumped to USD 325.72 million in 2022-23 from USD 96.17 million in 2014-15 as the government is providing all-around support for creating a conducive manufacturing ecosystem for the toy industry. <br /><br /> Imports of toys dipped by 52 per cent from USD 332.55 million in 2014-15 to USD 158.7 million in 2022-23. <br /><br /> "The national action plan for toys and other initiatives has had a good impact, but we need to do much more," Singh said, adding the sector holds huge exports and job potential. <br /><br /> In order to make India a global hub for toy manufacturing, the government has undertaken a series of initiatives including the formulation of a comprehensive National Action Plan for Toys (NAPT) to promote the designing of toys, using toys as a learning resource, monitoring quality of toys, and promoting indigenous toy clusters. <br /><br /> The secretary was speaking at a toy workshop in New Delhi. <br /><br /> In order to enable further growth, increased market access and development of new-age marketing skills, DPIIT conducted a workshop with Flipkart and the Indian Toy Industry. Flipkart, Walmart and the Toy Association of India participated in the event. <br /><br /> Joint Secretary in the DPIIT Sanjiv said that the workshop was aimed at enhancing India's position and capabilities in the global toy supply chain. <br /><br /> It will help the toy manufacturers understand the nuances of online selling which shall in turn help in the growth of sales and market access, Sanjiv said. <br /><br /> The issues figured out in the workshop included ways to increase sourcing by online platforms, onboarding of manufacturers on the Flipkart platform and upskilling. <br /><br /> It was also aimed at supporting online selling, scaling domestic consumption and upskilling/reskilling workforce. <br /><br /> Last year, Flipkart informed toy makers about their requirements and expected quality standards, as it is directly engaging with domestic toymakers for sourcing. <br /><br /> The online platforms provide greater access to a much wider customer base across India, expanding their market reach significantly. E-commerce eliminates the need for physical stores, reducing operational costs. It also provides valuable brand exposure to a large audience. <br /><br /> Additionally, e-commerce platforms offer data on consumer buying habits and preferences, allowing manufacturers to develop products that cater to market demands. <br /><br /> India raised import duties on toys beginning in February 2020. The basic customs duty was increased from 20 per cent to 60 per cent and then to 70 per cent in July 2021.

Govt steps have boosted toy exports from India, but more work still needed: DPIIT Secretary

Indian workers persist in expecting higher salaries to offset escalating living expenses. Also, to feel valued for their contributions and <keyword id="19986702" type="General" weightage="100" keywordseo="flexibility" source="keywords">flexibility</keyword> remains a pressing concern for most employees, says a recent report. According to recruitment firm <keyword id="20450097" type="General" weightage="20" keywordseo="Michael-Page-India" source="keywords" meta.keywordsubtype="org" meta.entityname="Michael Page India" meta.hostid="153" meta.entityid="Michael Page India">Michael Page India</keyword>'s Talent Trends 2024 report, flexibility has become a major point of contention in most parts of India as employers grapple with implementing <keyword id="22109728" type="General" weightage="20" keywordseo="hybrid-working-models" source="keywords">hybrid working models</keyword> and policies that meet both business needs and employee preferences. <br /><br /> At a time when a whopping 94% of respondents in India are open to exploring different roles in 2024, employers must look beyond competitive salaries and address broader aspects such as flexibility, <keyword id="20051946" type="General" weightage="20" keywordseo="diversity" source="keywords">diversity</keyword>, <keyword id="20046237" type="General" weightage="20" keywordseo="equity" source="keywords">equity</keyword>, and inclusion (DE&amp;I), and positive workplace culture to effectively attract and retain top talent, the report said. <br /><br /> "A successful recruitment strategy needs to go beyond merely offering competitive salaries. It should prioritise cultivating a robust company culture, providing flexibility, and addressing diversity, equity, and inclusion (DE&amp;I) initiatives to effectively attract and retain top talent," Ankit Agarwala, Managing Director of Michael Page India, said. <br /><br /> The report titled "The Expectation Gap" covered responses from approximately 50,000 skilled white-collar professionals across 37 countries, including over 3,000 individuals from India. According to the report, India leads APAC in reporting <keyword id="19975932" type="General" weightage="20" keywordseo="workplace-discrimination" source="keywords">workplace discrimination</keyword>, with 47% of employees reporting workplace discrimination, higher than the APAC average of 31%. However, 45% of the workforce still faces barriers in formally reporting such incidents. <br /><br /> Globally, 28% of organisations report similar retention challenges, indicating a heightened pressure on Indian companies. To maintain high levels of job satisfaction among all age groups, organisations must understand and address the distinct priorities of each generation, from Baby Boomers to Gen Z, the report said. <br /><br /> Among various sectors, 26% of Indian employers report <keyword id="22109727" type="General" weightage="20" keywordseo="recruitment-challenges" source="keywords">recruitment challenges</keyword>, while 25% face difficulties in retention. Meanwhile, 31% of organisations in the Indian healthcare sector experience recruitment challenges, and 30% struggle with retention. <br /><br /> The fast-moving consumer goods (FMCG) sector in India reports the highest retention issues, with 54% of companies indicating difficulties in keeping their talent. <br /><br /> "The rise of e-commerce and shifting consumer preferences are prompting FMCG companies to adapt quickly, leading to high demand for professionals with expertise in digital marketing, supply chain management, and consumer insights," the report noted.

Flexibility, salary key jobseeker parameters for new roles in India: Report

The Prime Minister’s Internship Scheme, announced in the Union Budget 2024-25, is set to offer a tremendous opportunity for young Indians to gain hands-on experience in leading companies across diverse sectors.<br /><br />As of October 12, the portal for this ambitious initiative is open for registrations, with over 90,000 internship positions posted by top companies like <keyword id="19896380" type="General" weightage="20" keywordseo="Reliance-Industries" source="keywords" meta.keywordsubtype="org" meta.entityname="Reliance Industries" meta.hostid="261" meta.entityid="Reliance Industries">Reliance Industries</keyword>, <keyword id="19895995" type="General" weightage="20" keywordseo="HDFC-Bank" source="keywords" meta.keywordsubtype="org" meta.entityname="HDFC Bank" meta.hostid="261" meta.entityid="HDFC Bank">HDFC Bank</keyword>, <keyword id="19950119" type="General" weightage="20" keywordseo="Tata-Consultancy-Services" source="keywords" meta.keywordsubtype="org" meta.entityname="Tata Consultancy Services" meta.hostid="261" meta.entityid="Tata Consultancy Services">Tata Consultancy Services</keyword> (TCS), ONGC, Maruti Suzuki, and more. Here’s everything you need to know about how to apply, the companies participating, and answers to frequently asked questions.<br /><h2>Step-by-Step Guide to Applying for the <keyword id="23273918" type="General" weightage="100" keywordseo="PM-Internship-Scheme" source="keywords">PM Internship Scheme</keyword></h2><ol><li>Visit the Official Portal: The PM Internship Scheme’s application process takes place on the official website,<a href="http://pminternship.mca.gov.in"> pminternship.mca.gov.in</a>.</li><li>Register and Set Up Your Profile: After opening the portal, you’ll need to register and fill out basic information, including educational qualifications, age, and internship preferences.</li><li>Explore Internship Listings: With over 90,000 internships available from 193 companies, you can browse listings in sectors like Oil &amp; Gas, Travel &amp; Hospitality, Automotive, Banking, and more. Each listing will provide details on job roles, skills required, and specific fields like Operations Management, Production, Maintenance, and Sales.</li><li>Apply for Your Chosen Roles: You can apply for up to five internships based on your interests, qualifications, and preferred location. The portal allows for an easy application submission and lets you track your applications.</li><li>Confirmation and Next Steps: Once you apply, download the confirmation page for reference. Internships are set to begin on December 2, 2024, so selected candidates will receive further instructions as the start date approaches.</li></ol><h2>Major Companies Participating in the PM Internship Scheme</h2>Here are some of the top companies that have already posted internships on the portal, with more joining every day:<br /><br /><ul><li>Reliance Industries Ltd.</li><li>HDFC Bank</li><li>Tata Consultancy Services (TCS)</li><li>Oil and Natural Gas Corporation (ONGC)</li><li>State Bank of India (SBI)</li><li>Maruti Suzuki India Ltd.</li><li>Jubilant FoodWorks</li><li>Larsen &amp; Toubro Ltd.</li><li>Eicher Motors Ltd.</li><li>Muthoot Finance</li></ul>These companies are providing internships across over 20 fields, covering a wide range of skills and sectors. The biggest opportunities are currently in the Oil &amp; Gas sector, followed by industries like Travel, Automotive, and Financial Services.<br />    <div type="Article" hostid="261" msid="113986236" title="Why so many entry-level jobs aren&amp;#39;t entry-level" mstype="2" mssubtype="0"></div><h2>Key Features of the Internship Scheme</h2>Under the scheme, interns will receive a stipend of Rs 5,000 per month, plus a one-time grant of Rs 6,000 to support miscellaneous expenses. These internships are available across 737 districts in all 37 states and Union Territories, making this a truly inclusive national program.<br /><br />Interns can indulge in many diverse internship roles. From operations to maintenance, sales, marketing, and production, these internships offer a variety of hands-on experiences that match real-world corporate needs.<br /><h2>FAQs about the PM Internship Scheme</h2><h5>Who is eligible?</h5>The scheme is open to Indian citizens aged 21 to 24 who are not employed full-time or enrolled in full-time study programs. Candidates in online or distance learning programs are eligible.<br /><h5>What sectors offer the most internships?</h5>The largest number of internships are in the Oil &amp; Gas, Travel &amp; Hospitality, Automotive, and Banking &amp; Financial Services sectors, with positions also available in fields like Manufacturing, IT, and Retail.<br /><h5>When do the internships start?</h5>Internships for this year will begin on December 2, 2024. The scheme aims to facilitate 1.25 lakh internships this financial year and eventually reach one crore internships over the next five years.<br /><h5>What are the application deadlines?</h5>The portal is open from October 12 for candidates to start applying, with companies continuing to post positions as the scheme rolls out. It’s recommended to apply early, as some positions may fill up quickly.<br />    <div type="Article" hostid="261" msid="114029056" title="Read 5 résumés that helped techies land $300,000-plus jobs at Google, Meta, Amazon, and Salesforce" mstype="2" mssubtype="0"></div><br />

PM Internship Scheme finally launched — here’s how you can apply to work with Reliance, TCS, SBI and more!

<ul><li>Over 43% of India’s <keyword id="420602" type="General" weightage="20" keywordseo="working-population" source="Orion">working population</keyword> is either <keyword id="22732" type="General" weightage="20" keywordseo="anxious" source="Orion">anxious</keyword>, <keyword id="6423701" type="General" weightage="20" keywordseo="depressed" source="Orion">depressed</keyword> or <keyword id="125939" type="General" weightage="20" keywordseo="isolated" source="Orion">isolated</keyword>, says a report.</li><li>The <keyword id="6354774" type="General" weightage="20" keywordseo="mental-health" source="Orion">mental health</keyword> of Indians is keeping over half of them from performing effectively at work.</li><li>Employees without emergency savings are 60% more likely to find it difficult to concentrate on their work.</li><li>The 20-29 age group are significantly worse off than people under 40 with a low mental health score. </li></ul>Over half of <keyword id="479445" type="General" weightage="20" keywordseo="indian-employees" source="Orion">Indian employees</keyword> are logging off work feeling exhausted and over 60% of them notice their colleagues feeling stressed, says the Asian Mental Health index report by Aon and TELUS Health. Moreover, over 43% of India’s working population is either anxious, depressed or isolated, says the report which surveyed 13,000 workers living across 12 Asian countries. <br /><br />“The Mental Health Index score for India is 64, indicating that the mental health of employees there is strained despite being 1.6 points higher than the median,” the report said. An index over 80 is considered optional while a figure between 50 and 79 is considered ‘strained’ and anything below that is considered distressed.<br /><br />  <div type="image" title="Untitled_Artwork (4)" msid="103664890" hostid="261"></div><br /> <br />The mental health of Indians is keeping over half of them – 53% – from performing effectively at work. And over 45% say that they find it more difficult concentrating on work than they did last year. India ranks among the nations where the highest proportion of employees face productivity difficulties. <br /><br />Mental health problems can result in low employee engagement, absenteeism and presenteeism, and increased turnover. The most prevalent mental health conditions, such as depression and anxiety, are estimated to cost the global economy $1 trillion per year in reduced productivity.<br /><br />  <div type="image" title="Untitled_Artwork (3)" msid="103664918" hostid="261"></div> <br /><strong>Emergency fund &amp; inner peace <br /></strong><br />It’s not just work-related exhaustion and burnout that’s troubling to the working age population of Asian nations. Financial insecurity is also amongst the likely causes. <br /><br />“Other factors may include cost-of-living challenges, rising healthcare costs, climate change impacts, geopolitical instability, and the increasingly complex and ambiguous nature of today’s workplace, which has been changing rapidly since Covid-19,” the report reads. <br /><br />As many as 33% of Indians surveyed said that they have an emergency fund to cover over three months of essential expenses – and a similar percentage said that they can get by with their funds for two months. <br /><br />While 21% intend to start one in the current year, 8% believe they can get by on credit without an emergency fund. <br /><br />These funds are a key factor in deciding workplace productivity as employees without emergency savings are 60% more likely to find it more difficult to concentrate on their work as compared to those with emergency savings, the report says.<br /><br />  <div type="image" title="Untitled_Artwork (2)" msid="103664935" hostid="261"></div> <br /><strong>The young are tired <br /></strong><br />Yet another key finding of the report is that older employees are fitter mentally. Employees under 40 particularly feel the strain of poor mental health. <br /><br />The 20-29 age group are significantly worse off with a mental health index score of 57.8. “It represents the most strain and the highest mental health risk of any age group by a significant margin,” the report says. <br /><br />Under 40s are 50% more likely than over 50s to feel mentally and or physically exhausted at the end of their workday – indicating that the older group of employees are handling work much better than their younger colleagues.<br />

More than half of Indian employees are logging off from work exhausted

<div type="image" title="Companies are embracing the unbossing trend" msid="113256383" hostid="261" sizebytes="1440779"></div><br />If there’s one thing both a productive team member and an underperformer hates in the corporate world, it’s being micromanaged. Now, imagine a workplace where the boss isn’t calling all the shots. Instead, everyone has a voice, and innovation flows freely. The recent corporate trend of "Unbossing" promises to do just that, empowering employees by eliminating the heavy hands of hierarchy. <br /><br />Sounds too good to be true? Well, globally, not just the new-age start-ups, but dozens of major corporations have embraced this trend and trimmed their middle management.<br /><br /><h2>Managers managing managers — no more!</h2>In January last year, <keyword id="399907" type="General" weightage="20" keywordseo="META" source="Orion">Meta</keyword> CEO Mark Zuckerberg made headlines for declaring 2023 as the “year of efficiency” and saying that he doesn’t want a management structure that's just “managers managing managers”.<br />        <div type="image" title="Meta CEO Mark Zuckerberg" agency="ANI" msid="113256403" hostid="261"></div><br />The same month, it was also reported by Command Line that Meta's chief product officer Chris Cox, had shared a post on the company's communication platform, Workplace, highlighting the necessity to "flatten" the organisation's structure. What followed was reports of Meta slashing middle management roles. Gradually, other companies like Shopify, Bayer, and Cisco began making headlines for showing the exit door to some of their middle managers.<br /><br />Loosely, unbossing is essentially cutting down the middle management roles. It cuts significant costs for the company and the new-age workforce also endorses the trend as efficient in enabling faster decision-making and innovation. However, critics argue this trend also limits the extent of mentorship that the younger generation receives while entering the workforce, which often remains an intangible value if your boss turns out to be a good mentor.<br /><br />Therefore, for some, it’s not about firing the middle management, but just another leadership philosophy on how leaders (and ‘bosses’) should conduct themselves. This approach advocates bosses working along with the team as a part rather than shouting instructions from the top.<br /><br />Whatever one’s understanding, this trend of “Unbossing” appears to be taking corporate America by storm in 2023, as evidenced by hundreds of media reports highlighting the same. Overall, most agree that the trend is restructuring organisational hierarchy to enable direct communication between employees and leaders.<br />Cut to 2024, this trend is still prevalent and making headlines. A Bloomberg report recently said that Georges Elhedery, the incoming CEO of HSBC Holdings, might also consider plans to streamline the company's operations by reducing layers of middle management.<br />But what’s the scenario in India? Are Indian companies ready to ditch the old-school approach and adopt this new way of working? Let’s dive in and see what the experts have to say!<br /><br /><h2>Layoffs to impact senior professionals: Naukri.com survey</h2>A survey by job portal Naukri.com early last year had suggested that recruiters in India expect a decline in layoffs during the first half of 2023. The survey, which included responses from 1,400 recruiters and consultants across ten industries, revealed that only 4 percent of participants anticipated layoffs to be the main focus of hiring activities within their organisations.<br /><br />However, the survey also highlighted that information technology roles and senior professionals were likely to be the most affected by hiring adjustments. About 20 percent of recruiters predicted that layoffs would predominantly impact senior professionals, while freshers are expected to face the least disruption from these hiring corrections. Interestingly the survey came around the same time when the Unbossing trend had begun picking up pace abroad.<br /><h2>Layoffs at Wipro, <keyword id="18635" type="General" weightage="20" keywordseo="amazon" source="Orion">Amazon</keyword> and Collegedunia</h2>In January this year, Wipro India was in the limelight for laying off hundreds of its mid-level executives. The company reportedly culled many jobs as part of its strategy to improve margins. An ET report citing two sources familiar with the situation had said that the leading Indian IT firm reduced mid-level roles at its onsite locations.<br />"Notices began being issued earlier this month, and hundreds of mid-level executives onsite are being let go," one source revealed. Another source added, "They have costly resources onsite in Capco, and although growth is returning, it's not sufficient. Aparna Iyer, Wipro's chief financial officer, has been tasked with delivering better margins this quarter."<br />        <div type="image" title="Amazon decided to lay-off middle managers in May" msid="113256170" hostid="261"></div>Then in May, Amazon also decided to reduce layers of middle management within its customer service divisions as part of an organisational restructuring, a Fortune report had said.<br />The cuts impacted over 100 customer service managers in Level 5 and Level 6 middle management roles, both in call centres and virtual positions, primarily based in the U.S. and India.<br />Not just large tech companies, startups too seem to be adapting the <keyword id="23125775" type="General" weightage="100" keywordseo="unbossing-trend-in-India" source="Orion">unbossing trend in India</keyword>. Last month, educational portal Collegedunia confirmed that around 100 employees from its Study Abroad department had been given the pink slip.<br />A report in CNBC-TV18 had said that additional job cuts were happening across other departments as part of a broader reorganisation. The restructuring, as per the report, was aimed at automating many tasks to reduce costs. Interestingly, despite the layoffs, Collegedunia had posted 13 job openings on LinkedIn for various roles in different locations, primarily entry-level positions requiring up to two years of experience.<br /><br />"While Collegedunia is laying off several employees, it is also hiring fresh talent, allowing them to keep staffing levels up but at a lower cost," one employee told CNBC-TV18 at the time.<br /><br />Another source confirmed that while Collegedunia had been actively recruiting for some months, it has also been letting go of employees, including senior staff members with 7-8 years of experience at the company.<br /><h2>What do experts say?</h2>      <div type="image" title="Experts&amp;#39; opinion on unbossing trend" msid="113256250" hostid="261"></div>Mr. Sumit Kumar, Chief Strategy Officer at TeamLease Degree Apprenticeship, told Business Insider India, “From the perspective of HR leaders and CEOs, the strategic culling of middle management is viewed as a means to streamline operations, reduce overhead, and foster a culture of autonomy and innovation.”<br /><br />He also noted that even though employees can “exercise greater ownership and agility in decision-making” through this approach, there are also significant downsides.<br /><br />“The erosion of middle management creates a vacuum in leadership development, mentorship, and the retention of institutional knowledge, potentially leading to disengagement, a weakened talent pipeline, and misalignment with organisational objectives,” Kumar noted.<br /><br />Talking specifically about the Indian scenario, he said, “Implementing this trend in India would be a strategic move, positioning organisations to remain competitive in a rapidly evolving business environment. However, to fully capitalise on this approach, developing a more robust talent pipeline that integrates the ability to multitask at all levels is imperative. In today's landscape, leadership demands thinkers, strategic visionaries, and individuals who can execute with precision. We need to cultivate a new breed of leaders who are both thinkers and doers, capable of navigating complex challenges while driving innovation and growth. By building versatile, agile leaders through targeted talent development programs, Indian organisations can ensure they are well-prepared to thrive in a decentralised, high-performance environment.”<br />RP Yadav, Chairman and Managing Director of Genius Consultants Limited, told ET recently that the Unbossing approach simplifies hierarchies and encourages open communication between frontline employees and senior management. He had added that the concept of “the oldest in the room is always the wisest of all” is no longer applicable.<br /><br />Meanwhile, Aditya Narayan Mishra, MD and CEO of CIEL HR Services told ET that the unbossing trend is predominantly seen in tech companies, creative roles, and startups, where swift decision-making and the unrestricted exchange of ideas are crucial. For example, the tech sector often thrives with flattened hierarchies that support rapid innovation and agility, while creative industries such as advertising and media use unbossing to cultivate a more collaborative and idea-focused environment.<br /><br />Thus, the unbossing trend is gaining traction beyond global companies and is finding its way into Indian organisations as well. While this approach can streamline operations, reduce costs, and enhance agility, experts caution that it also brings challenges, such as gaps in leadership development and the loss of institutional knowledge. To fully harness the benefits of unbossing, Indian companies must focus on cultivating agile leaders who can navigate complex challenges and drive growth. By building a strong talent pipeline and fostering a culture of innovation and collaboration, Indian organisations can position themselves to thrive in a more decentralised and dynamic business environment.<br /><br /><em>Do you have insights or personal experience to s hare on layoffs, <keyword id="34447" type="General" weightage="20" keywordseo="workplace-trends" source="Orion">workplace trends</keyword>, or career changes? Contact us at businessinsider@timesinternet.in.</em><br />

SIMPLY PUT: What’s with all “Unbossing” talks? Are Indian companies also embracing this global trend?

<ul class="summary-list"><li>I am Hindu, and my wife is Christian, which has presented some challenges.</li><li>We had a wedding filled with the vibrancy of Indian culture and the traditions of American culture.</li></ul><p><a target="_blank" class="" href="https://www.businessinsider.com/moved-california-india-wife-family-startups-founder-tech-bengaluru-meta-2024-10">My wife</a>, Katy, and I come from different worlds. I am a Hindu raised in London, while Katy is a Christian from Pittsburgh.</p><p>Yet <a target="_blank" class="" href="https://www.businessinsider.com/starting-business-with-partner-strengthened-relationship-2024-6">our relationship</a> thrives despite our cultural and religious differences. Although our multicultural identities initially presented challenges, they also brought us closer together.</p><p>From the moment we first spoke on the phone three years ago and met the next day, it was clear that we were meant to be. Our shared values, <a target="_blank" class="" href="https://www.businessinsider.com/millennials-struggling-absurdist-gen-z-humor-memes-2023-8">sense of humor</a>, and desire to treat others with kindness made everything else seem insignificant.</p><h2 id="fc25f697-46f1-415f-a344-e74095fbc3b0"><strong>We realized our cultural differences quickly</strong></h2><p>As we grew closer, we realized how different we were, leading us to have some deep and intense conversations. My upbringing in Punjabi culture — with its vibrant traditions, music, and cuisine — contrasts sharply with Katy's American experience. While <a target="_blank" class="" href="https://www.businessinsider.com/cultural-differences-between-us-europe-american-traveler-2024-2">American culture</a> often feels less rooted to her, Katy appreciates Indian food and is eager to learn Punjabi, encouraging me to speak it more. This mutual respect for each other's cultures has eased our blending process.</p><p>Despite our shared enthusiasm for each other's traditions, we've faced challenges with the smaller details. For instance, in <a target="_blank" class="" href="https://www.businessinsider.com/i-moved-back-to-india-after-living-abroad-for-decade-2024-9">Indian culture</a>, it's common to stay with one's parents until marriage, while in American culture, independence is often encouraged from a young age. This difference has taught me to admire Katy's resilience and independence — qualities I deeply respect.</p><div type="image" title="Kaajal Nanda and her wife in their wedding dresses" height="1367" width="2048" msid="114174992" hostid="261" sizebytes="260150"></div><p><a target="_blank" class="" href="https://www.businessinsider.com/planned-wedding-never-happened-not-doing-it-again-2024-7">Our wedding</a> was a beautiful representation of all of this blending. We incorporated elements from both cultures: an American ceremony conducted by a close friend, an Indian DJ with drummers who played a mixture of Indian and American music, and American food. This compromise showcased our diverse backgrounds and reinforced our commitment to creating a harmonious life together.</p><h2 id="682376c0-f167-4b0d-9173-86f50070de2c"><strong>We sometimes run into issues with our different faiths</strong></h2><p>Our differing <a target="_blank" class="" href="https://www.businessinsider.com/religious-american-companies-2017-10">religious beliefs</a> have also presented challenges. As a Hindu, I don't eat beef, while Katy, having grown up in a culture where beef is common, enjoys it. We've navigated this by respecting each other's preferences. While I don't stop her from eating beef in front of me, she respects my preferences by choosing not to eat it when I'm around and enjoying it outside the home instead. This thoughtful compromise has strengthened our mutual respect.</p><p>Another challenge was reconciling our differing views on the afterlife. Initially, it was difficult to accept that Katy's beliefs included the idea of non-believers going to hell. However, I realized that since I don't share this belief, it shouldn't impact our relationship.</p><p>Over time, Katy has also come to understand that my beliefs are valid, and we've found common ground in our <a target="_blank" class="" href="https://www.businessinsider.com/couple-love-for-fitness-better-parents-2024-10">shared values</a>.</p><p>One aspect where we are fortunate is that patriarchy, a significant issue in both our cultures, doesn't impact us as a lesbian couple. This has allowed us to avoid some of the <a target="_blank" class="" href="https://www.businessinsider.com/want-be-tradwife-traditional-wife-marriage-homemaker-life-meaning-2024-3">traditional gender dynamics</a> that can complicate relationships.</p><h2 id="997a1e59-7749-4be7-948c-0eb0745f06ce"><strong>We have learned the importance of open communication</strong></h2><p>Through regular, open discussions about our differences, we've discovered that our core values align closely. We both strive to show love and kindness, serve others generously, and remain authentic. These shared values are the foundation of our relationship and have helped us overcome any challenges.</p><p>Ultimately, our love for each other bridges our cultural and religious differences. It's this love that holds us together and makes our <a target="_blank" class="" href="https://www.businessinsider.com/benefits-of-diverse-companies-2017-3">diverse backgrounds</a> an asset rather than a hurdle. Our journey has shown us that embracing and respecting each other's cultures can create a life filled with joy, understanding, and unity.</p>

I'm a Hindu and my wife is Christian, so we have different beliefs and traditions. Somehow, our marriage still works.

<ul class="summary-list"><li>Infosys founder N.R. Narayana Murthy said young Indians should work 70 hours a week.</li><li>He said  they need to become "highly determined, extremely disciplined, and extremely hardworking."</li></ul><p>One of India's top business leaders said that young Indians need to grind out 70-hour workweeks if they want to see their country realize its economic potential. <br /><br />"My request is that our youngsters must say: 'This is my country. I want to work 70 hours a week," N.R. Narayana Murthy, the 77-year-old founder of <a target="_blank" href="https://www.businessinsider.in/business/corporates/news/unlike-tcs-infosys-wants-to-remain-flexible-on-wfh/articleshow/104375828.cms"><u>information technology giant Infosys</u></a>, said in a recent <a target="_blank" href="https://www.youtube.com/watch?v=ES8ZNSTswrs"><u>interview</u></a> with former Infosys CFO T.V. Mohandas Pai.</p><p>Murthy, who cofounded Infosys in 1981 and has a net worth of around $4.3 billion, <a target="_blank" href="https://www.forbes.com/profile/nr-narayana-murthy/?sh=4033d4823e05"><u>according</u></a> to Forbes, said that India has one of the <a target="_blank" href="https://www.businessinsider.com/wfh-work-from-home-decreases-productivity-18-percent-study-rto-2023-8"><u>lowest productivity levels</u></a> in the world and that it was the responsibility of the country's youth to drive changes in its work culture.</p><p>Around 66% per cent of India's population is under the age of 35, <a target="_blank" href="https://www.ilo.org/newdelhi/info/WCMS_175936/lang--en/index.htm"><u>according</u></a> to figures from the International Labour Organization (ILO). </p><p>"Our culture has to change to that of highly determined, extremely disciplined, and extremely hardworking people," Murthy told Pai.</p><p>He added that it was an opportune time to "consolidate and accelerate" the country's economic progress because India was beginning to receive global recognition for its fast-growing economy, which is on <a target="_blank" href="https://www.businessinsider.com/india-us-economy-biggest-in-world-china-imports-2023-7#:~:text=India%20is%20on%20pace%20to,chance%20it%20squanders%20this%20promise&amp;text=India%20is%20expected%20to%20be,tariffs%2C%20and%20discouraging%20foreign%20investment."><u>pace to become the world's second-largest economy by 2075</u></a>. </p><p>But Indians already work some of the longest hours of any nationality, averaging around 47.7 hours per week per employed person, according to the <a target="_blank" href="https://ilostat.ilo.org/topics/working-time/#">ILO</a>. That puts India seventh in the global ranking, with only Qatar, Congo, Lesotho, Bhutan, Gambia, and the United Arab Emirates averaging more, per the ILO.</p><p>Murthy's comments have thus stirred a debate on social media, with some saying that taking his advice <a target="_blank" href="https://www.businessinsider.com/work-life-balance-job-satisfaction-burnout-great-resignation-office-return-2023-4"><u>might backfire and lead to burnout</u></a>.</p><p>In a post on X, formerly known as Twitter, tech entrepreneur Vishal Gondal wrote: "Respectfully, Narayana Murthy ji, while hard work is crucial, a 70-hr work week may risk burnout and stifle creativity."</p><p>"Empowering minds, not exhausting them, fuels the innovation that places nations at the pinnacle of global advancement," he added.</p> <p>A 70-hour workweek could also pose <a target="_blank" href="https://www.businessinsider.com/work-from-home-women-careers-jobs-pandemic-flexibility-gender-equality-2023-7"><u>difficulties for working women</u></a>, many of whom also take on the <a target="_blank" href="https://www.businessinsider.com/how-much-time-men-women-spend-on-housework-caregiving-pew-2023-4#:~:text=Even%20when%20women%20earn%20the,their%20husbands%20are%2C%20on%20average."><u>bulk of household duties</u></a>.</p><p>A time-use <a target="_blank" href="https://www.pib.gov.in/PressReleasePage.aspx?PRID=1660028">survey</a> taken in 2019 found that Indian women spent around 299 minutes a day on housework and 134 minutes on caregiving duties, while men spent just 97 minutes carrying out household tasks and 76 minutes on caregiving.</p><p>"With this statement, Mr. Murthy is essentially pushing women out of the workplace," one woman said in an X <a target="_blank" href="https://twitter.com/nuts2406/status/1717574024589705503">post</a>, adding that, "men are never going to share the load of housekeeping, caregiving and childrearing." </p><p><br /><br /><br /></p>

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