102983-144050 - Amandeep Kaur .- Dec 25, 2020 1257 PM - ENTREPRENEURSHIP

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Amandeep Kaur (A00121166) Meaning of Entrepreneur The entrepreneur is defined as someone who has the ability and desire to establish, administer and succeed in a startup venture along with risk entitled to it, to make profits. The best example of entrepreneurship is the starting of a new business venture. The entrepreneurs are often known as a source of new ideas or innovators, and bring new ideas in the market by replacing old with a new invention. It can be classified into small or home business to multinational companies. In economics, the profit that an entrepreneur makes is with a combination of land, natural resources, labour and capital. In a nutshell, anyone who has the will and determination to start a new company and deals with all the risks that go with it can become an Entrepreneur. Example of an Entrepreneur Dheeraj Gupta completed his MBA in hotel management in 1998, he decided to start his own venture. The idea was to establish a sweets manufacturing and distribution business. Within two years, he lost around Rs 50 lakhs. What caught his attention, in particular, was how successful food chains such as McDonalds, Dominos and Subway primarily focused on one product — burger, pizza, sandwiches — and, yet, had a huge customer base vada pav is a spicy Maharashtrian snack. He found that there were hundreds of vendors selling the snack on the city streets. The market was huge but unorganized. He decided to get into the vada pav snacks business. Gupta somehow managed to rise around Rs 2 lakhs to start the business. He leased space for an outlet just outside Malad railway station. The idea was to outsource the manufacturing of the patties to a vendor for a small fee. We would fry them in the store and concentrate on sales. Last year, Jumbo King crossed a turnover of Rs 25 crore and Gupta is hopeful of revenues of Rs. 45 crore in coming years. Functions of HR 1. Human resource planning 2. Recruitment and selection 3. Performance management 4. Learning and development 5. Career planning 6. Function evaluation 7. Rewards 8. Industrial relations 9. Employee participation and communication 10. Health and safety 11. Personal wellbeing

12. Administrative responsibilities Importance of HR in marketing In order to sell their products, companies need to sell themselves as a good career investment to job aspirants, which is where the human resources department comes in. For job seekers, a company is as good as the HR personnel describe it to be, because they are often the first point of contact for the former. The lack of engagement with employees points to disconnect between the HR and marketing departments. If a prospective candidate cannot understand what sets a company apart from others, it can be difficult for marketers to recruit good talent. According to a 2014 survey by Altimeter Group, only 41 percent of respondents said that their companies had a comprehensive employee advocacy strategy chalked out. In small organizations, it is easy to bond with employees and communicate with each other. However, the problem lies with big organizations, as they have to deal with multiple levels of operations. In such situations, factors like training, bonding, and communication become difficult. Typically, the human resources department is responsible for the well-being of the employees, while the marketing department handles the brand. People wonder what necessitates an alignment of HR and marketing objectives. Well the answer is quite simple, as communication verticals like web and social media thrive, the mantle of looking after company’s reputation is too big for a single department to handle. Dropdown the HR department can help add to a company’s value by pitching it as a good place to work in. The results of such synchronization between the two departments can be seen in the form of better rapport between employees and a more dedicated workforce. This being said, it is also important to understand that the two departments cannot work in silos. Vidya Priya Rao, Founder of Innovatus Marketers Touchpoints, says that even the best marketing strategy cannot do anything if the talent at hand is substandard. On the other hand, if the marketing department fails to come up with good content, even the best HR practices might fail to attract employees to a company. Bona fide occupational requirements The law recognizes that, in certain circumstances, a limitation on individual rights may be reasonable and justifiable. Discrimination or exclusion may be allowed if an employer can show that a discriminatory standard, policy or rule is a necessary requirement of a job, that is, if it is a bona fide occupational requirement. For example:  In order to perform their jobs safely, persons employed as drivers require acceptable vision and an appropriate driver's licence.  Liquor store employees must be at least 18 years of age to sell liquor. There is no exception to this age requirement under Alberta legislation, thus creating a bona fide occupational requirement. An employer can claim a bona fide occupational requirement if a complaint of discrimination is made against them. The onus is on the employer to show that it would be impossible to accommodate the employee without undue hardship. You can read more about undue hardship.

One example of bona fide occupational qualifications are mandatory retirement ages for bus drivers and airline pilots, for safety reasons. Reasonable Accommodations Reasonable accommodations are adjustments or modifications that enable people with disabilities to perform the essential functions of a job efficiently and productively. In this way, they are important retention and advancement tools. Reasonable accommodations may also be necessary to assist a person with a disability to apply and interview for a job. Accommodations vary depending upon the nature of the job and the needs of the individual applicant or employee. Not all people with disabilities (or even all people with the same disability) will require the same accommodation or any accommodation. A best practice related to accommodations is the establishment of a centralized accommodation program (CAP), which consolidates in a single office or location subject matter expertise necessary to assess, evaluate and select effective and meaningful accommodations. A CAP may also consolidate funding streams for some or all accommodations at a level removed from the department or unit in which the individual is working. Examples of Reasonable Accommodations Reasonable accommodations may include, but are not limited to:  Job restructuring such as altering when and/or how an essential function of a job is performed or reallocating marginal job functions that an employee is unable to perform because of a disability.  Modifying work schedules to allow an employee with a disability to attend to matters related to treating the disability such as medical appointments or medication schedules.  Acquiring or modifying equipment or devices such as adjusting a desk height to accommodate an employee who uses a wheelchair or providing an employee with quadriplegia a mouth stick device to type on their computer.  Adjusting or modifying tests and training materials (for example, providing materials in alternate formats, such as braille, CD or large print).  Providing assistive technology or devices such as computer screen readers for employees with visual impairments or a specific telephone that is compatible with an employee’s hearing aid (this does not include personal assistive devices such as hearing aids or prosthetics).  Reassigning an employee with a disability to a vacant position for which he or she is qualified when no longer able to perform the essential functions of the current job with or without reasonable accommodations. This accommodation is available only for incumbent workers.

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Harassment Harassment is a form of employment discrimination under various federal laws, including the Americans with Disabilities Act (ADA). Harassment is unwelcome conduct that is based on race, color, religion, sex (including pregnancy), national origin, age (40 or older), disability or genetic information. Harassment becomes unlawful where: 1) Enduring the offensive conduct becomes a condition of continued employment, or 2) The conduct is severe or pervasive enough to create a work environment that a reasonable person would consider intimidating, hostile, or abusive. Petty slights, annoyances, and isolated incidents (unless extremely serious) will not rise to the level of illegality. To be unlawful, the conduct must create a work environment that would be intimidating, hostile, or offensive to reasonable people. Examples of Workplace Harassment The harassing conduct can be verbal or physical and the harasser can be a co-worker, supervisor or even an non-employee like a customer or contractor. Harassment can come in many forms and from many sources. The harassing conduct can be verbal or physical and the harasser can be a co-worker, supervisor or even a non-employee like a customer or contractor. Under New York State’s Human Rights Act, non-employees are also protected if they are doing business at the company’s location (including contract workers or vendors). Here are some common forms of workplace harassment. Verbal Harassment Possibly the most common behavior that comes to mind when you think of workplace harassment is verbal harassment. Verbal harassment can include jokes, innuendos, slurs, name- calling and an insult, among other things, as long as the behavior is based on a protected trait. One discrimination case settled between the federal Equal Employment Opportunity Commission (EEOC) and an Arizona-based aviation services company provides a good example of the type of verbal conduct that can create a workplace harassment claim. In that case, an employee of the company claimed he was harassed based on his national origin (Turkey/Palestine) and religion (Islam). The employee said that his supervisor made insulting remarks to him, including that he "dressed like [he was] gonna blow up the World Trade Center," and made derogatory jokes about Arabs. Despite the fact that the employee reported this conduct to his employer, the employer did nothing to stop it and the employee eventually resigned. The company eventually settled the case for $50,000.

In another EEOC case against the restaurant chain Golden Corral, the verbal harassment focused on the employee’s mental disability, and then turned to sexual harassment. The company’s dishwasher had a form of high-functioning autism. His assistant manager called him a “retard” and “stupid”, swore at him, and threatened to sexually assault him, demanding oral sex. Eventually, the employee was forced to leave because of the hostile work environment after he was again assigned to report to the same abusive manager. He filed a complaint with the EEOC, which sued Golden Corral’s parent company, Jax, LLC. The case eventually settled for $85,000. Physical Harassment Though physical harassment is less common than verbal harassment, it can often be more severe. Physical conduct, like hitting, pushing, groping and other touching, can be present in any number of harassment claims, but is often associated with sexual harassment. For example, in a sexual harassment case filed by the EEOC against Red Lobster, several female employees alleged their manager created a hostile work environment by, among other conduct, physically harassing them. The conduct included the manager pressing himself against the employees as well as grabbing and groping them. Again, the employees complained to their employer, but no action was taken. After the EEOC filed suit on the employees’ behalf, Red Lobster agreed to pay $160,000 in damages and make other changes at its restaurant to avoid similar incidents in the future. Starting in 2019, New York State law now requires all employers to train new hires and existing employees about how to prevent and respond to physical sexual harassment. This training must include examples of workplace harassment and explain an employee’s rights and remedies if they find themselves the target of illegal and unwanted behavior. Supervisor Harassment Harassment can be most intimidating when it comes from a boss, manager, or supervisor. Supervisors can use their position of authority to subject employees to discriminatory conduct, leaving the employee feeling trapped and vulnerable. Federal courts have found that when it is the employee’s supervisor doing the unwanted conduct, it creates a claim for workplace harassment that much sooner. In another sexual harassment case, brought by a female employee of UBS Financial Services, a manager and UBS Vice President allegedly harassed the employee over a period of several years with repeated inappropriate sexual comments, remarks about her body, explicit emails and phone calls to the employee’s home. The employee complained to her employer, but instead of getting relief from the harassment, she was ultimately fired. The employee filed a lawsuit against UBS and received an award of $8.4 million. Supervisor harassment can even come from the owner of the company itself. When you work for a small business, sometimes it can be hard to get relief under Title VII or other federal anti- discrimination laws. However, the New York State Human Rights Act applies no matter how small the company is. When a popular New York restaurant owner created a “culture of fear”

among his employees, they went to the press to make their stories heard. The New York Human Rights Division reviews these kinds of cases. If no resolution can be reached, state residents can sue their bosses in state court. Co-Worker Harassment While coworkers may not have the same level of authority over an employee, they can also create an intimidating work environment for employees that is just as unlawful as harassing conduct of a supervisor. A case brought by the EEOC against a North Carolina trucking company in 2011 exemplified the type of hostile work environment case that can be created by the discriminatory actions of coworkers. The EEOC brought the case on behalf of two African-American employees, alleging their employer had allowed a racially hostile work environment to exist. According to the EEOC, that environment was created, in large part, by coworkers who made derogatory and threatening comments to the employees used racial slurs and even displayed a noose in the workplace. The jury in that case agreed that the employees had been harassed based on their race and awarded them a total of $200,000 in damages. In another EEOC complaint, several partners of a top law firm sued the firm for coworker harassment and gender discrimination they said created a “fraternity culture” at work. Among their claims, the female lawyers said that male partners would demand that they sing and dance, force the women to climb over them or push them into pools at company parties, and make sexualized comments about the female employees’ clothes, high heels, or smiles. When these male partners would make inappropriate jokes they would often say “add it to the file” acknowledging that their conduct was illegal. The case requested over $2 million in damages. Job Analysis Job analysis is a systematic process used to identify the tasks, duties, responsibilities and working conditions associated with a job and the knowledge, skills, abilities, and other characteristics required to perform that job . How to create job description and specification after analyzing the job A job description includes the title of the position and the department name. The first passage should be an overview of what the position requires. Below comes a (usually bulleted) list of job description responsibilities and obligations. Each responsibility should fit into a simple term. Let’s have a look at the elements required for creating an excellent Job description after analyzing recruitment and selection, training and development, performance evaluation etc. 1. Job Summary:

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The job summary is a brief summary of the job’s objective, purposes, goals, etc. The length should ideally be around three or four phrases. This area doesn’t cover the details of tasks or experience. Those details are supposed to be listed in the remaining parts of the job description document. 2. General Information:  2a) Title and Classification: The job title should be brief like Web Developer, Job Description Research Analyst, Senior Administrator, Senior Resident, etc.  2b) Work Location  2c) Management or reporting responsibilities: Details related to management reporting and any other direct reporting have to be included here. 3. Tasks: The details mentioned here should be brief. All the explanations need to be restricted to one line only (e.g: housekeeping management, bill payments, orienting new employees, sending credit reports to banks, etc.). Any other declaration, that conveys other obligations (if applicable) should be included here. We should not identify more than ten tasks. Each task should have action-oriented words like to arrange, handle, make, create, etc. 4. Skills Identify the skill-sets, any expertise, and knowledge necessary to perform the job task. Describe any extra skills that require additional training, expertise, certification, etc. Skills and capabilities should be listed separately. Skills are actions that the applicant is capable of doing. Competencies are the characteristics or feature the company anticipates the applicant to show in the job role. The modern rule towards competency-based job explanations means additional weight is given to behavioral capabilities such as management, group interaction, versatility, etc. In most tasks, having good communication skills is important. Maybe you need someone who has excellent writing skills if you are planning to hire a job description document technical writer. You may need someone with presentation experience if you are looking out for someone for your training division or for someone to do business presentations. You may need someone who is an outstanding speaker for any requirement in the field of sales. These are all types of communication abilities that are required to carry out the fundamental features of the job. Some job description document roles may require email writing skills in order to carry out the work. 5. Experience The appropriate experience required for the job needs to be mentioned here. Any professional documentation or educational experience to prove work experience needs can also be included here. Academic specifications are an important requirement for any job. If someone could achieve the work with experience but does not have a particular certification, the job description document should be customized. There should not be any age limit to avoid any kind of discrimination.

6. Work hours Travel requirements, any other weather conditions need to be included. 7. Compensation and Bonuses and any other incentives can be worked out to use in the job information that is aggressive with similar roles in other organizations and allows for modifications in knowledge and experience. This would need to be modified as and when required to keep the pay scale in mind. 8. Company Description It’s essential to include a few details about the organization. This is very important to make a great first impression. 9. Disclaimers An essential note can be generally placed at the end of the job description to provide flexibility in addition or any change in the job description responsibilities. Recruitment Process The Recruitment is the process of analyzing the job requirements and then finding the prospective candidates who are then encouraged and stimulated to apply for the job in the organization. The Recruitment program is designed to attract more and more applicants such that the pool of candidates applies for the job, and the organization has more options to select the best out of them. Importance of Recruitment Process  With an effective procedure in place, the risk of any level of discrimination can be totally eradicated. It means that each application is considered in the same way, regardless of the sex, gender, nationality, race or age of the candidate. It also provides a level of reassurance to the candidate involved as it means they can take legal action at any point if they feel their application is being discriminated against.  If a recruitment process isn’t consistent naturally it will give inconsistent and inaccurate results. To avoid this it is essential to ensure that the recruitment and selection process is the same for every candidate to prove their effectiveness. We advise that a standardized, pre-developed process it applied at all times. Finally, references should always be taken with every hire, again to achieve a level of consistency.  When a business is displaying and practicing an effective r ecruitment and s election policy, it demonstrates to potential employees that they have a high level of credibility and will encourage them to apply. Sadly, in this day and age there are an abundance of companies that transpire to be fake.  With an effective r ecruitment and s election process, businesses can easily put together job descriptions that are accurate and clearly highlight which tasks will be performed for a particular role.

In conclusion, recruiting the right staff into your business is crucial as it helps reduce staff turnover and can result in faster growth for your business. A huge part of getting this right lies with a successful and efficient r ecruitment and s election policy. What is internal and external recruitment? Internal recruiting is when a business or organization intends to fill a vacancy from within its existing workforce. External recruitment on the other hand is when an organisation looks to fill vacancies from applicants outside of the company. There are advantages and disadvantages of both methods of recruitment, it’s worth noting that both methods are not mutually exclusive and could be used at the same time. Internal Recruitment Benefits  It’s cheaper and faster to recruit staff internally than it is externally as it leverages employees that you already have.  Internal recruitment promotes loyalty and can even improve employee morale as it serves as a reward for existing employees.  Also, it saves time and money on training as the internal applicant will have more knowledge of the organization and culture.  It also contributes to reducing employee turnover .  Matching internal candidates with the roles that fit the personality and skills means that they stay longer at the company and increases employee retention. Disadvantages  Recruiting from within limits the chances of new innovations and ideas as existing employees are more comfortable with the processes and not looking to change.  Plus, you’ll be leaving a gap in the workforce.  Even if you’ve recruited for a position internally, you’ll still have a gap in the workforce as you’ll need to find a replacement for the vacant position.  Constant internal recruitment can result in a stagnant culture .

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 Employees can get too comfortable whereby an external recruit may come in and shake things up. External Recruitment Benefits  Having someone from the outside brings in new ideas and new ways of doing things.  This can shake up the business.  You can cast a wider net to recruit the best workers with the most suitable skills. Relying solely on internal hiring means you could miss the chance to hire people with new skills and ideas.  Therefore with external recruitment you can increase your chances of recruiting experienced and qualified candidates . Disadvantages  New recruits will have a limited understanding of the company and company culture.  External recruits will have less of an understanding when it comes to the environment of the company.  Plus, there’s a greater risk involved with filling a position externally.  The new recruit might not be worth the position and can even take advantage of the employer or company.  Not to mention. internal disputes are bound to arise if existing employees feel that they were more suited for the position. External recruitment is feasible in food industry (restaurant), because new people will bring new ideas to make this business successful in this era of globalization. Most skillful employees could be selected for various tasks. In this way, we will be able to recruit most qualified and experienced staff in this competitive world. Steps of Selection Process The employee selection process has many components that make it complete and effective. Lacking one component can negatively affect other components, and can thereby affect the whole process. It is important to have an understanding of, and plan for, each part of the process. The parts are as follows, almost always in this order:  Recruitment

 Reviewing  Screening  Interviewing  Selection  Testing The process starts with recruiting possible candidates. This can vary by organization, but as a rule of thumb, social media is one of the most viable ways to make your business visible to those you want to attract. Next is reviewing. This involves scanning resumes of interested individuals in order to find ones that seem to fit with your organization based on their resume qualities. After reviewing resumes, the next step is to screen the chosen individuals. Some organizations format this step as a sort of pre-interview, where the basics are established, and first impressions are formed. From this point, the hiring manager decides if the individual is worth calling back for a formal interview. Interviewing is the next step, where a more detailed inventory of the candidate’s potential is revealed. This step can be face-to-face or over the phone, depending on the availability of the candidate and hiring manager. The selection process consists of reviewing interview notes, asking for feedback from other human resources employees or department heads, and deciding on which candidate—or candidates—are approved for hire. Finally, the testing process screens the chosen candidates for personality, soft skills, job fit, compatibility, and competence. This step rounds out the interview in the sense that much more information is obtained that can be received from a time-limited interview. Selecting employees for hire is one of the most important processes for the organization. Not only is it a necessity but, if done correctly, it can have a positive effect on overall company morale and compatibility. GAMIFICATION ONBOARDING PROCESS As the digital revolution takes over the workforce, on-boarding systems are moving away from knowledge saturation to an immersive learning environment that spreads out information over a period of time. Standard ways of incorporating new workers into an organization were virtually non-existent as businesses had little or no merit in them. Today, a formal on-boarding policy is critical to attracting top talent. According to a survey conducted by the Aberdeen Community, when a new employee enjoys a supportive and stimulating on-boarding phase,

they’re 69 percent more likely to stick with the organization for at least three years. The young generation of employees wants more than just a salary and position to live, they want to be more engaged and have a sense of self. They consider jobs as a two-sided friendship instead of a one-sided arrangement with the first six months being the make or break. 90 percent of new hires decide within the first six months whether they’ll remain with an organization or leave. A successful gamified process consists of linking business goals with development, frequent feedback, progress tracking, achievements and rewards, and perfectly timing the delivery of information to prevent information overload. What is 360-degree evaluation for food and how you will execute it? 360 Degree Feedback is a system or process in which employees receive confidential, anonymous feedback from the people work around them. This typically includes the employee's manager, peers, and direct reports. A mixture of about eight to twelve people fill out an anonymous online feedback form that asks questions covering a broad range of workplace competencies. The feedback forms include questions that are measured on a rating scale and also ask raters to provide written comments. The person receiving feedback also fills out a self-rating survey that includes the same survey questions that others receive in their forms. We wanted to take a glance at the importance of a 360-degree approach in food, where personalisation can be as importance as you’re delivering. Take a glance at how choosing the right food and how we concern the food safety of consumers and also know the feedback of the customer services A number of problems can lead to foodborne safety issues, including:  Undertrained employees who don't understand the importance of food safety and/or why food safety protocols are in place. They may take shortcuts, skip important safety procedures, or not wash their hands regularly. They might work when ill or not take the temperature of the burgers they're cooking. Any human error can cause a foodborne illness incident or outbreak.  Antiquated paper and pen record-keeping that's difficult to analyse. There's no accountability when using paper checklists, so employees could say they completed their safety checks, but there's no way to know if they did it thoroughly and accurately - or at all.

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 Cumbersome processes (such as lengthy checklists) that are time and labour intensive, as well as boring and tedious, so employees often skip it (or lie about completing it). Let's stop pretending that "the way we've always done things" works. Instead, adopt a new 360-degree food safety solution. This approach would combine:  Streamlined, digital checklists . Multiple employees per shift would answer a few, short, carefully curated questions each day. Fewer questions for more team members generate less "pencil whipping" and more accurate data. These checklists can be as short as a few (targeted, strategic) questions that take employees just a few minutes to complete. When the task is made easier (and shorter), employees are more likely to comply.  Data-driven insights . By maintaining digital records, operators will have the data on what tasks are driving margin improvement. Paper records make it impossible to integrate and analyse critical data. By transitioning to digital systems - which is easy and affordable to do - restaurants and other food companies will have access to important information that can help elevate their businesses.  Third party experts . Historically, the word "compliance" has signalled "CYA". It's less about excellence and safety, and more about legal protection. Regular, comprehensive third-party training, inspections and audits can significantly improve food safety protocols and lower risks. And this means more frequently than just once or twice a year - consistency is key. Migrating data from paper systems to digital makes it easier to store, access and analyse critical information, and gain a valuable 360-degree perspective, which is critical to keeping foods safer and food businesses more profitable. This is an important (and manageable) first step in helping the food service industry keep more accurate records of the foods that are grown, manufactured, sold, and served. It's important to note: these digital solutions are user-friendly, easy to implement, affordable, attainable and will result in measurable improvements. Labour relation process in regards to food industry ? Global fast-food industry is one of the largest service sector industry in the world. It caters to millions of people in a single day and there are earnings which count sin millions of dollars. It is one of the largest employers in terms of labour and other technical staff who are being hired on a daily basis to work with them. One of the main things that people should understand the labour relations that is being maintained

up in the industry. There are semi-skilled people and skilled people who come up to work and most of them are illiterate in nature. We are mainly to understand these problems are being faced by the labour in the process of working with them. they are being treated up and what all are the problematic areas where people tend to exploit these labourers in the best possible way . Food is the main essence of life. People earn money so that they are able to buy food and sustain themselves in the life. This is the main reason why fast-food industry have grown to great heights in the last few years. Fast food giants mainly include Mc Donald’s, KFC etc. have grown to great heights and they have gone to global countries because they are adopting to the lifestyle of different countries across the globe. India would be having a different cultural and food environment as compared to America and that is what is being explored by the fast-food industry in the current times. The laborers were being treated with semi bad condition and their nature was very much the same of the normal peasants and laborers in the vicinity. Workers face challenges In the world food industry, the fast-food industry is one of the competitive regions. We can say that it was one of the most well-known industries, that brought the population and the local population profits and many rewards. Too few know that the local employees are the most oppressed in the industry. The biggest challenge facing the workers was their time and reliability in doing the job. People demand a lot of them and keeping that decorum is very difficult for them. It would sometimes be good but sometimes the customers and the workers would be evil. They were either over-exploited or not handled according to the standard in the industry. This was the greatest obstacle that individuals and business people faced. That put them in a lot of trouble. Last but not the least the challenge of not making the goods as per the specifications of the customer was another main drawback. They were being treated badly for this and this made them more prone to violence in these areas. One of the main reasons why women do not come to these areas was the bad behavior of the employees and the customers. They are prone to all kinds of violence’s a disturbance and this case was registered very properly with them. They used to weep but no one came to help the more support them in the case of crisis. Hence, great emphasis was being laid upon the staff and the people and their mental and physical behaviour. They had to be taught that people and staff are one and the same.

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102983-144050 - Amandeep Kaur .- Dec 25, 2020 1257 PM - ENTREPRENEURSHIP

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