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TeamLease Services has released its latest Employment Outlook Report for October 2024 to March 2025. The report highlights a promising 7.1 per cent net employment growth rate for the period, up from 6.33 per cent in the previous half-year. This uptick reflects the collective outlook of 59 per cent of employers planning workforce expansion, with an additional 22 per cent maintaining their current staffing levels, even as 19 per cent foresee reductions. These findings reveal a dynamic hiring landscape where industry-specific demands and macroeconomic factors are significantly shaping employment trends.

Driving this growth are sectors such as logistics, EV & EV infrastructure, agriculture & agrochemicals, and e-commerce, which are heavily investing in infrastructural and technological advancements. Logistics, for instance, stands out with a 14.2 per cent net employment change, as 69 per cent of companies in the sector look to increase headcount. This growth is attributed to the sector’s adoption of 5G logistics, green supply chain initiatives, and benefits from National Logistics Policy implementations. Closely following logistics are EV and EV Infrastructure (12.1%), agriculture and agrochemicals (10.5%), and e-commerce and tech startups (8.9%), where startups are capitalising on AI-enabled customer insights, Web 3.0 applications, and seasonal demand from the festive period. As technology continues to evolve, the automotive industry is also seeing 8.5 per cent growth, spurred by integrated smart technologies, while the retail sector’s 8.2 per cent growth reflects the popularity of hyperlocal deliveries and smart-store concepts.

Alongside these industry trends, geographic shifts in job creation are emerging, with newer cities increasingly attracting talent. Locations like Coimbatore (24.6%) and Gurgaon(22.6%) are becoming job hubs, representing a decentralisation of employment opportunities beyond traditional metros. While Bengaluru (53.1%), Mumbai (50.2%), and Hyderabad (48.2%) remain central employment anchors with high workforce demand, the demand in cities like Coimbatore, Gurgaon, Jaipur, Lucknow, and Nagpur signals a broader spread of job growth across India, reinforcing the appeal of smaller cities as viable alternatives for job seekers and companies alike.

Reflecting on competencies, companies are not only looking to fill roles but are seeking specific skills that align with today’s operational and technological needs. New jobs for competencies such as problem-solving (35.3%), time management (30.4%), and after-sales service (28.4%) are becoming critical, while existing jobs with competencies like communication (57.8%), sales and marketing (44.6%), and critical thinking (37.3%) remain essential. In a competitive landscape, technical skills, including machinery operation and maintenance (24.1%) and team collaboration (23.1%), continue to underpin productivity as organisations expand.

An upsurge in technology adoption across industries further supports this focus on productivity. A notable 59% of companies are prioritizing cloud-based solutions to facilitate remote and hybrid work models, illustrating a shift toward flexible work environments. Automation tools, preferred by 45% of companies, are key in reducing repetitive tasks, and emerging technologies such as IoT (37%), AI/ML (36%), and advanced analytics (29%) are enabling real-time decision-making in sectors like automotive, healthcare, and manufacturing. This technological integration underscores the strategic role of digital transformation in enhancing workforce efficiency across the board.

In response to fluctuating demand, particularly around the festive season, sectors like e-commerce (89%), retail (86%), and logistics (83%) are leading in flexible workforce models, which help to scale operations and servicing effectively during peak periods. However, some industries, like automotive (82%), are adapting differently, opting to extend work hours rather than expanding their workforce, which reflects a resourceful approach to handling peak demand without adding to payroll costs.

Major economic initiatives are also shaping workforce expansion. Policies such as the Global Capability Centers (GCCs), which are projected to add USD 60 billion to India’s economy by 2025, are creating high-skill roles in technology and R&D. Meanwhile, the National Industrial Corridors aim to generate 1 million direct jobs and 3 million indirect jobs in manufacturing and logistics. The Semiconductor Mission seeks to add 80,000 jobs by 2025 through an investment of ₹1.25 lakh crore, underscoring India’s drive toward high-tech manufacturing.

In light of these developments, workforce strategies increasingly focus on talent acquisition and retention, balancing the economic and technological transformations influencing workforce composition. The BFSI, FinTech, and Power and Energy sectors are undergoing targeted expansion driven by AI integration, regulatory requirements, renewable energy roles, and digital financial inclusion. In response to these shifts, 58% of organizations are adjusting workforce strategies based on economic conditions, while 39% adapt to technological advancements that demand specific digital skills. Companies are equally mindful of retention, employing employee recognition programs (65%), career development opportunities (63%), enhanced work-life balance programs (53%) and flexible work hours (41%) to foster a supportive work environment that aligns with evolving employee expectations post-pandemic.

Reflecting on these findings, Kartik Narayan, CEO of TeamLease Staffing, stated, “The employment landscape is increasingly shaped by technology and policy-driven shifts. Our latest findings underscore the diversity in job growth across India, from established urban hubs to emerging cities, and reveal a workforce that is evolving rapidly to meet demands in sectors like logistics, EV, and tech startups. As companies embrace flexible staffing models, digital skillsets such as problem-solving, critical thinking, and cloud technology are not only in demand but essential for maintaining a competitive edge in today’s economy. Furthermore, our government’s infrastructure investments and initiatives like the Semiconductor Mission are not just creating jobs but establishing India as a global leader in high-tech manufacturing. By aligning talent acquisition strategies with these trends, companies are poised to sustainably support India’s growth trajectory.”

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Legion Technologies, a specialist in workforce management (WFM), has announced a new partnership with Bealls, a family owned, privately held retailer with stores in 22 US states.

Bealls will leverage Legion’s AI native workforce management platform in demand forecasting, automated scheduling, time and attendance tracking, and frontline communications to improve the experience for associates across the company’s 650 retail locations.

Headquartered in Bradenton, Fla., Bealls operates under the names bealls, Bealls Florida, and Home Centric.

In adopting the Legion platform, it says it will offer employees increased autonomy and flexibility in their schedules. The application enables associates to easily request changes to their schedule, including the ability to trade and swap shifts, set availability, and pick up open or extra shifts.

“As a family owned business, Bealls understands the importance of ensuring employees are fulfilled both at work and in their personal lives,” says Sanish Mondkar, CEO and Founder at Legion Technologies.

“We are helping businesses enable this crucial balance with intelligent, automated, employee-centric workforce management that maximises labour efficiency and employee engagement simultaneously. By embracing the power of AI, Bealls will deliver a transformed associate experience that truly meets the needs of today’s hourly workforce.”

2024 RTIH INNOVATION AWARDS

Legion Technologies was among the winners at the sixth edition of the RTIH Innovation Awards.

The awards, sponsored by Vista Technology Support, Scala, CADS, 3D Cloud, Brightpearl by Sage’s Lightning 50, Business France, and Retail Technology Show 2025, celebrate global tech innovation in a fast moving omnichannel world.

Our 2024 hall of fame entrants were revealed during an event which took place at RIBA’s 66 Portland Place HQ in Central London on 21st November, and consisted of a drinks reception, three course meal, and awards ceremony presided over by comedian Lucy Porter.

In his welcome speech, Scott Thompson, Founder and Editor, RTIH, said: “The event is now into its sixth year and what a journey it has been. The awards started life as an online only affair during the Covid outbreak, before launching as a small scale in real life event and growing year on year to the point where we’re now selling out this fine, historic venue.”

He added: “Congratulations to all of our finalists. Many submissions did not make it through to the final stage, and getting to this point is no mean feat. Checkout-free stores, automated supply chains, immersive experiences, on-demand delivery, next generation loyalty offerings, inclusive retail, green technology. We’ve got all the cool stuff covered this evening.”

“But just importantly we’ve got lots of great examples of companies taking innovative tech and making it usable in everyday operations - resulting in more efficiency and profitability in all areas.”

Congratulations to our 2024 winners, and a big thank you to our sponsors, judging panel, the legend that is Lucy Porter, and all those who attended last night’s gathering.

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Search 2 keywords found: employment,services,technology,software

The Role

The role involves testing various sports betting products through functional, integration, regression, and cross-browser testing. Responsibilities include managing defect tracking, setting up and maintaining test automation frameworks, researching testing tools, and collaborating within an agile team.

Job Description

We are looking for a motivated Software Developer Engineer in Test (SDET) with focus on our web-based sports betting products. As a SDET you will be part of an international team that is responsible for the quality of our products that we deliver. Your core tasks within an agile environment includes not only the execution of different software tests and documentation of QA activities. Also, skills to create automation scripts and frameworks to assist the manual testing process.

We want to give you the opportunity to pursue your career at Sportradar, operating in an exciting and challenging work field.

The Challenge:

• Perform different kind of tests for our various sports betting products such as functional, integration, regression and cross-browser testing.
• Manage defect tracking from identification, replication, documentation and final regression testing.
• Setting up, maintaining and performing test automation frameworks on multiple application platforms such as desktop and Web
• Researching test tools, methodologies and trends and upgrading existing practices and processes
• Collaborate with involved teams and stakeholders.
• Work in a constantly evolving agile environment.
• Ability to keep updated with the constantly changing technology industry.

Qualifications

• Strong interest in and passion for Sports and e-Sports will be an advantage.
• Exposure to behaviour driven development.
• Experience in driving automation efficiencies and coverage effectiveness using different automation framework tools and techniques.
• Object oriented design and coding skills
• Experience with automated testing frameworks, tools and services: Selenium, Playwright, Cypress etc
• Aptitude to learn quickly and effectively.
• Superior work ethic and the ability to work independently with minimal supervision.
• Excellent communication, collaboration, analytical and problem-solving skills.

Additional Information

OUR OFFER:

• A collaborative environment with colleagues from all over the world (Engineering offices in Europe, Asia and US).
• Ability to shape your own workday and career via a clearly defined professional and personal development plan.
• Opportunity to work with senior leadership team and develop yourself within an inspiring and fast-growing company.
• Vibrant and inclusive community, including Women in Tech and Pride groups which welcome all participants.
• Hybrid work model.
• New office with several additional benefits.

At Sportradar, we celebrate our diverse group of hardworking employees. Sportradar is committed to ensuring equal access to its programs, facilities, and employment opportunities. All qualified applicants will receive consideration for employment without regard to age, race, color, religion, sex, sexual orientation, gender identity, national origin, disability, or status as a protected veteran. We encourage you to apply even if you only meet most of the requirements (but not 100% of the listed criteria) – we believe skills evolve over time. If you’re willing to learn and grow with us, we invite you to join our team!

Top Skills

Cypress

Playwright

Selenium

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Join the fight against the jobs massacre! Join the UPS Workers Rank-and-File Committee by filling out the form at the end of this article.

UPS has announced that it will be closing its Commerce City, Colorado facility on January 15 of next year, laying off 404 employees. Almost all the job losses are in package processing, with three in revenue recovery, according to a WARN notice submitted to the Colorado state government.

Management says that half of the facility will be closed to allow for renovations to bring new automation technology into the distribution center, with plans to bring it back online in 2026.

The company claims it will try to reallocate as many workers to other locations as possible during the transition. Members of the Teamsters will also reportedly have bumping rights, allowing them preference in applications to other open positions. However, the company has made no statement on how many workers will be able to find new jobs while the facility is closed.

Whatever the case may be for individuals, UPS is carrying out massive job cuts, utilizing new automation technology, Through its Network of the Future plan UPS plans to close or automate 200 locations around the country and destroy tens of thousands of jobs through massive cuts to its labor force.

In announcing the cuts, management stated that the facility would reopen as an “enhanced facility,” i.e., with a much smaller workforce.

With a full year of renovations ahead at a major distribution site in a metropolitan area of three million people, UPS is likely preparing to implement extensive automation that will render much of the current workforce redundant.

Nando Cesarone, president of the company’s U.S. operations, told investors earlier this year that “Network of the Future is targeting all activities for automation within our four walls. These building consolidations and automations yield real savings. For example, we’ll have fewer feeder runs. We’ll be able to eliminate both a.m. and p.m. ground and air feeds in many, many locations.”

In total UPS is seeking to cut operational costs by at least $3 billion by 2028. So far this year UPS has closed 45 operations, including nine full buildings, and reduced package capacity by one million parcels. These reductions are part of a campaign to realign operations with lower demand and slash thousands of jobs through automation. UPS has already increased the amount of packages handled by automation in some form to 63 percent, a figure that is slated to grow rapidly.

Elsewhere around the state, Boeing also announced that it will be laying off 63 people next January across seven locations in its Colorado operations, following a strike by 33,000 machinists and layoff of thousands of workers during the strike. Bus drivers at the Roarking Fork Transportation Authority, serving towns around Aspen, Colorado, filed notice to strike on January 1, 2025.

Predictably, Teamsters officials have said nothing about the facility closure, as has been the case with virtually every closure or renovation since it rammed through a contract last year under false pretenses. The bureaucrats called off a national strike at the last minute to announce the deal, which they called an “historic victory.” It contains no meaningful protections against the job losses, and UPS itself has cited the “labor certainty” provided by the contract as critical to their automation plans.

However, the UPS Workers Rank-and-File Committee, formed to transfer power from the bureaucrats to workers themselves, has repeatedly warned about the cuts and called for a campaign in defense of jobs. In April, the Committee issued an open letter to Teamsters General President Sean O’Brien accusing the union of “deliberately concealing” knowledge of the cuts.

“We workers have every right to take all action deemed necessary to protect our jobs, regardless or whether your choose to sanction them or not,” the statement concluded. “If you will not fight the layoffs, then get out of the way so that UPS workers can do it ourselves.”

Instead, on the same day that UPS announced the closure, Teamsters President Sean O’Brien met with Republican lawmakers “about how we can advance a bipartisan agenda that supports the creation of good union jobs and holds political and corporate elites accountable.” In reality, the Teamsters are meeting with the most ruthless representatives of the “political and corporate elite” to coordinate attacks on the working class and ensure the bureaucracy’s future under the Trump regime.

This is a continuation of the bureaucracy’s open courtship with Trump and the extreme right over the course of the past year, culminating in O’Brien’s appearance at the Republican National Convention and the union’s official neutrality in the US presidential election, widely understood as a de-facto endorsement of Trump.

This party of open fascists and capitalist representatives is embarking on an aggressive program of assaults on the rights and living standards of the working class. While O’Brien meets with Congressional Republicans, Trump is assembling a cabinet of fascists, billionaires and anti-science nut jobs to dismantle the remaining vestiges of public health, social services and regulations on businesses, deploy the military to deport millions of immigrants and “rule as a dictator from day one,” in his own words.

A post on X by the Teamsters about the discussion was responded to with several comments calling O’Brien a “scab”, “rat” and a “class traitor.”

At the same time, if Trump was able to win votes from sections of the working class, including at UPS, this is above all due to the open indifference of the Democratic Party to economic questions such as the rising cost of living, as well as President Biden’s personal identification of the Democratic Party with major sellout contracts. This includes a contract imposed on railroad workers in 2022, in which O’Brien himself played a crucial role by refusing to call a strike.

As the World Socialist Web Site commented following O’Brien’s appearance at the Republican National Convention, the bureaucracy is a “natural base of support for fascism” because it is “deeply hostile to the working class,” with the internal regimes of the unions “run as bureaucratic dictatorships.”

“Politically, the bureaucracy is dominated by nationalism and anticommunism, which expresses its mortal fear of the revolutionary threat posed by the working class.”

In the wake of Trump’s victory, significant sections of the bureaucracy have expressed their willingness to “work” with Trump. In particular, major unions have applauded Trump’s appointment of Oregon congresswoman Lori Chavez-DeRemer, who combines right-wing policies with a support for the PRO Act, a bill which the bureaucrats see as key to shoring up their institutional and financial stability.

The decisive question in the coming period is the independent mobilization of the power of the working class to fight the corporate attacks on living standards and basic democratic rights. Workers at UPS and around the world must develop rank-and-file Committees, coordinating their work on a global scale, to leverage this power in a fight against both the sellout bureaucrats and the lurch towards dictatorship by the corporate parties.

Read more

• UPS pushing forward with automation and facility closures, threatening thousands more jobs5 November 2024
• What’s behind the Teamsters’ decision not to endorse in the presidential election25 September 2024
• US Postal Service demands rural carriers send back “overpaid” wages right before Christmas season22 November 2024

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About Nintex:

At Nintex, we are transforming the way people work, everywhere.

As the global standard for process intelligence and automation, we're trusted by over 10,000 public and private sector organizations across 90 countries. Our customers, from industry giants like Amazon, Coca-Cola, and Microsoft, rely on the Nintex Platform to accelerate their digital transformation journeys by managing, automating, and optimizing business processes quickly and efficiently. We improve their lives through the technology we build.

We are committed to fostering a workplace that supports amazing people in doing their very best work every day. Collaboration is constant, our workplace is fun, the environment is fast-paced, and we value our people’s curiosity, ideas, and enthusiasm. Driven by passion and accountability, we take initiative, measure progress, and deliver results. Our culture fosters innovation and problem-solving, fueled by curiosity and a commitment to thinking big. Together, we move with agility, prioritize customer needs, and build unity through empathy, leaving a positive impact wherever we go.

Working in engineering:

Working at Nintex as an engineer means building more than just software; it’s about making a tangible impact with every line of code. Our engineers are process experts, developing the industry’s most complete process and automation platform to transform the way people work. If you’re interested, curious and want to learn and do more, the sky is the limit here. We take a solutions-oriented and collaborative approach, constantly innovating our business and products.

About the role:

Automation Test Engineers focus on automation and work in parallel with their peers on larger test automation projects. You demonstrate a thorough understanding of test automation frameworks and contribute to their support and maintenance. You proactively coach junior members of your group to develop a stronger testing team. You tackle QA issues while adhering to Nintex’s Secure Software Development Lifecycle and other relevant guidelines. You display proficiency in a variety of industry-standard testing tools and quickly pick up new test automation technologies. You have an in-depth understanding of testing concepts and techniques. You are a vital member of the testing team and help your team make meaningful progress.

Your contribution will be:

• You create both end-to-end and integration tests independently.
• You independently create and maintain CI/CD pipelines and ensure their smooth operation.
• You write moderately complex code to mock-out services for supporting testing activities.
• You independently diagnose the root cause of defects and enable engineers to fix them on time.
• You assist in automating non-functional tests with tools that align with Nintex engineering principles.
• You attend and contribute to team meetings and ceremonies (daily scrum meetings, planning meetings, demos, and retrospective meetings).
• You proactively learn from others' testing and test automation best practices while prioritizing learning to support your delivery team.
• You own testing activities, seek functional clarity from stakeholders where required, and collaborate on acceptance criteria, manual testing, and automation.
• You proactively communicate to your team and delivery manager on your work status and seek any help required.
• You coach junior team members on the product domain and functions.
• You promote our culture through the Nintex tenets.

To be successful, we think you need:

• 3+ years experience with automation testing
• Experience with Postman, PlayWright, JavaScript, Azure, GitHub and JMeter
• Experience testing AI-based solutions/features highly beneficial

What’s in it for you?

Our people work in the way that best suits them and their teams - whether at home, in an office, or another place that sparks creativity, focus, and collaboration. Our work environment is such that our people can successfully deliver their work while adequately supporting their lifestyle and preferences.

While our offerings differ from country to country, we offer our entire global workforce an array of exciting perks and benefits, including

• Global Gratitude and Recharge Days
• Flexible, paid time off policy
• Employee wellness programs and counseling resources
• Meaningful peer recognition and awards
• Paid parental leave
• Invention/patenting assistance
• Community impact, paid volunteer time, and opportunities
• Intercultural learning and celebration
• Multiple tools through which to learn and grow, and an incredible global community

View more about our benefits here: https://www.nintex.com/wp-content/uploads/2023/01/Global-Perks-and-Benefits.pdf.

Equity Statement: Preference will be given to People Living with Disability who are members of the designated groups in line with the Employment Equity Plan and Targets of the Company.

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Bengaluru (Karnataka) [India], November 25 (ANI): A 7.1 per cent net employment growth rate has been registered for the second half of FY25, up from 6.33 per cent in the preceding half, according to a TeamLease report.
This upward trend reflects a robust hiring outlook, with 59 per cent of employers planning workforce expansion, 22 per cent maintaining current staffing levels, and only 19 per cent anticipating reductions.
The logistics sector emerged as a key driver, recording a remarkable 14.2 per cent net employment growth. This expansion is propelled by the adoption of 5G logistics, green supply chains, and the National Logistics Policy.
E-commerce and tech startups saw an 8.9 per cent increase, driven by AI-enabled customer insights, Web 3.0 integration, and festive season demand.
Meanwhile, the electric vehicle (EV) and infrastructure sector posted 12.1 per cent growth, while agriculture and agrochemicals grew by 10.5 per cent, reflecting significant investments in innovation and scalability.
Other noteworthy contributors include the automotive industry (8.5 per cent), where integrated smart technologies are reshaping operations, and retail (8.2 per cent), where hyperlocal deliveries and smart-store concepts are in vogue.
Beyond traditional metro cities, emerging locations like Coimbatore (24.6 per cent), Gurgaon (22.6 per cent), and Jaipur are becoming prominent employment hubs.
While Bengaluru (53.1 per cent), Mumbai (50.2 per cent), and Hyderabad (48.2 per cent) retain their status as major employment centres, the rise of smaller cities signals a broadening of opportunities across India, decentralizing the employment landscape and offering viable alternatives for companies and job seekers alike.
With technological integration at the forefront, demand for competencies like problem-solving (35.3 per cent), time management (30.4 per cent), and after-sales service (28.4 per cent) is on the rise.

Established skills such as communication (57.8 per cent), sales and marketing (44.6 per cent), and critical thinking (37.3 per cent) remain pivotal. Moreover, technical abilities like machinery operation (24.1 per cent) and team collaboration (23.1 per cent) are crucial as industries expand.
Cloud-based solutions are a priority for 59 per cent of companies, enabling hybrid and remote work models.
Automation tools (45 per cent) are streamlining repetitive tasks, while advanced technologies such as IoT (37 per cent), AI/ML (36 per cent), and analytics (29 per cent) are empowering sectors like healthcare, automotive, and manufacturing with real-time decision-making capabilities.
Government initiatives are playing a critical role in shaping workforce dynamics. The Global Capability Centers (GCCs) are expected to contribute USD 60 billion to the economy by 2025, creating high-skill roles in technology and R&D.
The National Industrial Corridors aim to generate 4 million jobs, while the Semiconductor Mission is set to add 80,000 roles by 2025, bolstering India's high-tech manufacturing potential.
Flexible workforce models are gaining traction, particularly in sectors like e-commerce (89 per cent), retail (86 per cent), and logistics (83 per cent), to handle seasonal surges.
Retention efforts, including employee recognition programs (65 per cent), career development opportunities (63 per cent), and enhanced work-life balance initiatives (53 per cent), reflect the evolving post-pandemic workplace ethos.
Kartik Narayan, CEO, TeamLease Staffing, stated, "As companies embrace flexible staffing models, digital skillsets such as problem-solving, critical thinking, and cloud technology are not only in demand but essential for maintaining a competitive edge in today's economy."
He added, "Furthermore, our government's infrastructure investments and initiatives like the Semiconductor Mission are not just creating jobs but establishing India as a global leader in high-tech manufacturing." (ANI)

Click here to view original web page at economictimes.indiatimes.com

Search 2 keywords found: employment,services,manufactur,technology,technical

The Indian employment market is likely to see a 7.1% workforce growth in H2 FY25 (October 2024-March 2025), up from 6.33% in H1 FY 24 (April-September 2024), according to employment outlook data of 1300-plus companies surveyed by staffing firm TeamLease Services.

About 59% of surveyed employers across 23 industries – compared to 56% in the last half year – said they are planning to grow their workforce in the coming months, with 22% maintaining their current staffing levels and 19% foreseeing reductions, showed the findings of the survey released on Monday.

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Driving the growth are sectors such as logistics, EV & EV infrastructure, agriculture & agrochemicals, and e-commerce, which are investing heavily in infrastructural and technological advancements.

Logistics leads the pack with a 14.2% net employment change, as 69% of companies in the sector look to increase headcount on the back of the sector’s adoption of 5G logistics, green supply chain initiatives, and benefits from National Logistics Policy implementations.

Closely following logistics are EV and EV Infrastructure (12.1%), agriculture and agrochemicals (10.5%), and e-commerce and tech startups (8.9%), where startups are capitalising on AI-enabled customer insights, Web 3.0 applications, and seasonal demand from the festive period. As technology continues to evolve, the automotive industry is also seeing 8.5% growth, spurred by integrated smart technologies, while the retail sector’s 8.2% growth reflects the popularity of hyperlocal deliveries and smart-store concepts.

• 

• 

While Bengaluru (53.1%), Mumbai (50.2%), and Hyderabad (48.2%) remain central employment anchors, the demand in cities like Coimbatore, Gurgaon, Jaipur, Lucknow, and Nagpur signals a broader spread of job growth across India. Locations like Coimbatore (24.6%) and Gurgaon (22.6%) are becoming job hubs.

Companies are seeking specific skills that align with the current market’s operational and technological needs. New jobs for competencies such as problem-solving (35.3%), time management (30.4%), and after-sales service (28.4%) are becoming critical, while existing jobs with competencies like communication (57.8%), sales and marketing (44.6%), and critical thinking (37.3%) remain in demand. Technical skills, including machinery operation and maintenance (24.1%) and team collaboration (23.1%), continue to find many takers as organisations expand.

An upsurge in technology adoption sees 59% of companies prioritizing cloud-based solutions to facilitate remote and hybrid work models, indicating a shift toward flexible work environments. Automation tools, preferred by 45% of companies, are key in reducing repetitive tasks, and emerging technologies such as IoT (37%), AI/ML (36%), and advanced analytics (29%) are enabling real-time decision-making in sectors like automotive, healthcare, and manufacturing.

Kartik Narayan, CEO of TeamLease Staffing said in a statement: “The employment landscape is increasingly shaped by technology and policy-driven shifts. Our latest findings underscore the diversity in job growth across India, from established urban hubs to emerging cities, and reveal a workforce that is evolving rapidly to meet demands in sectors like logistics, EV, and tech startups.”

“As companies embrace flexible staffing models, digital skillsets such as problem-solving, critical thinking, and cloud technology are not only in demand but essential for maintaining a competitive edge in today’s economy. Furthermore, our government’s infrastructure investments and initiatives like the Semiconductor Mission are not just creating jobs but establishing India as a global leader in high-tech manufacturing,” he added.

Click here to view original web page at www.thepeakmagazine.com.sg

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The global shipping container lessors firm has taken the next step in its digitalisation journey through automation and efficiency.

Business Updates

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In recent years, digitalisation has been increasingly taking shape in the logistics and shipping sectors, particularly the increasing shift towards automation and efficiency in driving agility and market responsiveness.

This, in turn, has allowed Seaco to tap into the popularity of digitalisation, focusing on automating business processes across its operations and driving efficiency for its staff, business, and over 750 of its customers worldwide.

As one of the world’s largest shipping container lessors, Seaco partnered with Workato, an enterprise automation leader, on its digital transformation journey. This partnership will redefine Seaco’s customer engagement strategies and drive operational excellence in sales across the organisation.

In addition, the firm plans to implement a comprehensive customer segmentation strategy with better touchpoints for customer interaction and build intelligent workflows for managing quotes, contracts, and customer data.

Delivering excellence in operations and customer experience

The logistics and shipping industries have been changing rapidly, and business owners are investing rapidly in digitalisation to drive excellence while reducing their overall operating costs.

For instance, the collaboration between Workato and Seaco will also enable Seaco to create an accurate source of truth for core company workflows, which would power better strategic planning, pricing decision-making, and credit approval processes.

On the other hand, Seaco also aims to eliminate manual processes, establish clear standard practices and audits for workflows, and harmonise the use of multiple tools across the organisation.

In addition, the collaboration aims to deliver a streamlined customer experience while setting new standards for service delivery and improving overall customer satisfaction and business performance.

“Seaco’s partnership with Workato is game changing because it’ll allow us to unlock the kind of agility and responsiveness that you’ve never seen before,” said Mr Damian Leach, Chief Information Officer at Seaco. “It’s no longer about pure play automation or integration, or even AI.”

He also shared that the unification of a cohesive enterprise orchestration strategy would enable enterprises to reimagine mission-critical processes, adapt quickly, and deliver greater value to their customers.

The Future of Technology in Logistics

Technology in the logistics industry has been growing over the past few years, with many more initiatives increasingly being adopted by businesses and enterprises.

For instance, local logistics company Ninja Van has adopted tech-enabled parcel tracking in its operations. This plays a crucial role in helping to identify issues sooner, support faster decision-making, and allow businesses to plan more effectively while fostering trust and building confidence for shippers and customers.

In addition, adopting parcel tracking would enable Ninja Van to manage exceptions more effectively. When delays or disruptions occur, real-time visibility enables proactive communication and swift resolution, minimising the impact on customer operations.

Building on the momentum, Seaco is committed to pursuing its vision of unifying integration, automation, and AI on one platform and strategically aligning with Workato’s core strengths and capabilities.

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Human Services - News

Looking to get ahead in your professional life in December? Join the Jefferson County Business & Workforce Center for their FREE workshops to help develop your resume, learn how to make an impression at a career fair, and much more.

See the full list of the month’s offerings below:

Career Exploration for Job Seekers & Career Changers (Dec. 3, 9 a.m.; Dec. 19, 1 p.m.): Looking for the right career path? Thinking about making a career change but not sure of the next steps? Discover a variety of tools to enable you to explore and identify strengths and new opportunities. You will leave empowered, prepared, and motivated to take advantage of career paths you may have dreamed about but never pursued.

Resume Concepts: Tips to Get the Interview (Dec. 3, 9 a.m.; Dec. 18, 9 a.m.): A resume's sole purpose is to get you an interview! Is your current resume working for you? In this workshop you will learn about the purpose of a resume and what types of resumes are currently in use. You will recognize the importance of targeting your resume and discover the importance of highlighting your accomplishments. Whether this is the first time or the tenth time you've created a resume, you will walk away with "best practices" and an opportunity to differentiate yourself from the crowd.

Introduction to Microsoft Word (Dec. 4, 9 a.m.): This is a MUST for almost every job! Be introduced to basic word processing tools and techniques and learn and practice document set-up, formatting, font size and type, page layout, setting margins, editing, proofing, outlining, bullets, numbering, section breaks, columns, page and section breaks and tab settings. Learn to create documents with a professional appearance and how to write business letters and other documents using Microsoft Word templates.

Job Search Tips (Dec. 4, 9 a.m.): Searching in all the wrong places? Struggling to find that next best opportunity? Wondering where to start? Use the power of positive attitude in job search. Enhance the ability to locate job openings and stand apart from hundreds of applicants. Learn job search strategies, tips, and techniques in locating the hidden job market. Companies are NOW hiring!

Get Out of Your Own Way (Dec. 5, 9 a.m.): What’s keeping you from moving forward? Are you standing in your way? This workshop is designed to help you recognize the unintentional and subconscious manner in which you may be creating one obstacle after another. Explore emotional agility and learn how to break free of emotional paralysis. Discover the six types of frustrated job hunters and how to avoid being one of them. Learn how to re-energize your efforts and be successful!

Hired by Robot: How Basic AI Can Boost Your Job Search (Dec. 5, 9 a.m.): Curious how Artificial Intelligence is shaping your job search? In this introductory workshop, you will explore how to begin using AI to your advantage in your job search. Find out how AI is changing the job hunt, learn to write better job search prompts, and gain insights on future-proofing your career in the age of automation. Join us to stay ahead of the curve and secure your professional future.

LinkedIn: A Great Job Search Tool (Dec. 6, 9 a.m.): LinkedIn is the perfect tool to job search and market yourself. Learn how LinkedIn and other social media can help build a network of professional contacts. Understand how to increase online visibility, gain access to unadvertised jobs and use the power of social media to expand networks. Discover inside connections that help take a career to the next level. This is a MUST workshop for all job seekers.

Dynamic Cover Letters (Dec. 10, 9 a.m.): Think cover letters are unnecessary? Think again! Cover letters are usually the first thing prospective employers look at before reviewing resumes. A cover letter is a shot at getting in the door and getting hired – it's a way to make a connection. Learn steps to writing and formatting an effective, concise and convincing cover letter.

Letting Go & Moving On (Dec. 10, 9 a.m.): Lost your job? Left your job? Struggling to move on? Give yourself a gift by attending this workshop and giving yourself permission to be angry, sad, scared, and relieved. You’re worth it. Discover how you can let go of the past and create your next best opportunity.

Online Interviews: How to Set the Stage for Success (Dec. 10, 9 a.m.): Interviews are not what they used to be! Video interviews are becoming standard! This workshop provides basic familiarity and practice tips with video platforms like Zoom and WebEx, the top 5 focus points before and during a video interview and how to answer the most common interview questions in the allotted time. Discover how to set the scene for success: tips for set up, sign in and responding with confidence on screen. Whether you are responding live online or recording yourself – this workshop is for you.

Disclosure of Health or Disability Concerns (Dec. 11, 9 a.m.): Are you worried that health or disability concerns will keep you from getting hired or keeping the job? Recognize what you should and shouldn’t disclose and how to share your story, in a way that puts you in the best possible light. Practice how to ask for what you need in a direct, respectful manner, including appropriate accommodations.

Microsoft Outlook 365 (Dec. 11, 9 a.m.): Microsoft 365 is part of the MS Office Suite and is used in most office or business settings. It is a much more feature rich application than Outlook.com (a free web-based browser). This course is designed for anyone who needs a basic understanding of Microsoft Outlook 365 (2016 version) to compose and send email, schedule appointments and meetings, manage contact information and calendars and use tasks. It will provide the skills needed to communicate in real time with other users in flexible and time-saving ways. Learn how to take full advantage of Outlook’s powerful features!

Remote Work: Is It For You? (Dec. 12, 9 a.m.): Is remote work the right fit for you? Gain insights into the pros and cons of remote work and learn about the seven essential skills required to excel in remote positions. Master the art of crafting a standout resume and cover letter for remote roles, while sharpening your interview skills with real-world remote interview questions. Join us to unlock the keys to a successful remote career!

Interviewing For Success (Dec. 16, 1 p.m.): Struggling with the interview? Learn how to display confidence to a potential employer by preparing clear and brief answers to the most asked questions. Explore ways to answer those “tough” questions. Recognize the opportunities to sell yourself. Discover how to “wow” the interviewer. You only have one chance to make the best impression. Register today!

Google Docs (Dec. 17, 9 a.m.): Google Docs is the word processor component of Google’s online office suite. Take a closer look at Google Docs and learn the steps needed to successfully create, edit and share documents online and access them from any computer or mobile device with an internet connection. Make your documents more engaging with features such as images, charts and tables. Format text, paragraphs and the page. Study how the collaborative features set Google Docs apart by sharing documents across platforms and working on them together in real time from a browser window. Discover how this free alternative to Microsoft Word provides all the functionality you need to succeed!

LinkedIn: Maximizing Your Presence (Dec. 17, 1 p.m.): Did you know that 50% of hiring managers decide to contact an applicant based on their LinkedIn profile? This workshop is a MUST! Writing a LinkedIn profile tells a story that is complete and well written. Learn how to create a conversational tone that gives a more engaging and approachable profile. Discover how to showcase that you are qualified with digital real estate: show your abilities strength and skills along with social proof where others confirm that you are qualified for the career you are pursuing. You will attract recruiters and networking opportunities in no time.

Introduction to Microsoft Excel (Dec. 18, 9 a.m.): Do you know your way around a spreadsheet? This workshop is designed to provide you with a basic working knowledge of Excel. You'll learn how to input data - text/numeric/formula. You'll understand basic formulas: 4 math functions Excel uses of order of operations and three methods for writing formulas. In addition, you'll discover how to create a spreadsheet/design and layout tips, write formulas with scattered data shortcut, use the auto-sum function shortcut, formatting cells: general, number, financial and more!

How to Use Gmail & Google Docs to Connect to Employers (Dec. 19, 9 a.m.): Struggling with Gmail? Trying to attach your resume to an email and becoming frustrated? Wondering why formatting a resume gives you a headache? This workshop was designed just for you – register today and sleep better. In this workshop, you’ll learn how to:

• Create a new document on Google Drive
• Attach a document to your Gmail
• Utilize Gmail etiquette
• Utilize basic skills (bold, font size, alignment, bullets, etc.) to create an effective resume
• Set up a functional resume format

Additional Info...

Click here to view original web page at can-cia.org

Search 2 keywords found: employment,technology,technical

Office Assistant (m/f/d)

Join our dynamic team at CAN in Automation (CiA) GmbH

We are seeking a dedicated and detail-oriented Office Assistant to support our mission of advancing CAN technology worldwide. If you enjoy working in a structured and collaborative environment, this role might be the perfect fit for you.

Your tasks:

• Coordinate and facilitate technical working group meetings, including scheduling, organizing facilities, and documenting outcomes.
• Edit technical documents in Word and PowerPoint, ensuring alignment with CiA’s house style.
• Maintain and update customer relationship management (CRM) records.
• Act as a point of contact for information on CiA activities, such as group meetings, events, and training.
• Support public relations efforts by contributing to CiA’s social media channels, website, and newsletters.
• Assist in organizing CiA events and conferences.
• Help prepare and execute tradeshow appearances.
• Collaborate on ad-hoc projects as assigned by the management.

Your profile:

• Proven experience in office administration or similar roles.
• Excellent proficiency with Microsoft Office tools (Word, PowerPoint, Excel).
• Strong organizational and multitasking abilities.
• Fluency in written and spoken English and German.
• Professional communication skills, confident demeanor and reliability.
• Ability to work independently, collaboratively, and under pressure.
• Basic understanding of technical content is a plus.

What we offer:

• Full-time employment preferred; part-time arrangements are possible, in principle.
• Flexible working hours within a framework that includes fixed core working hours.
• Opportunity for limited remote work (up to one day per week), after successful onboarding.
• A collegial and friendly working environment in the heart of Nuremberg.
• Participation in international projects.

Location:

CiA Office Nuremberg

Are you ready to make a difference?

We look forward to receiving your application, including your salary expectations and your earliest possible start date. Let’s shape the future of CAN technology together!

Job description in German language: Bundesagentur für Arbeit

Contact

CAN in Automation (CiA)
Kontumazgarten 3
DE-90429 Nuremberg

Tel.: +49-911-928819-0
Fax: +49-911-928819-79
E-Mail: headquarters(at)can-cia.org

Click here to view original web page at dinsfuncparmilandi110.hashnode.dev

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Click here to view original web page at cpd.org.bd

Search 2 keywords found: basic income

Target Population, Fiscal Requirements,

and Institutional Challenges

Towfiqul Islam Khan Senior Research Fellow

Centre for Policy Dialogue

1

Study Team

Debapriya Bhattacharya Distinguished Fellow, CPD

Towfiqul Islam Khan Senior Research Fellow, CPD

Najeeba Mohammad Altaf Senior Research Associate, CPD

Naima Jahan Trisha Research Associate, CPD

2

Saba Sabnam Programme Associate, CPD

Saikat Islam Research Intern, CPD

Zaara Masud (Former) Research Intern, CPD

Bhattacharya et al. (2024): Assessing Viability of Universal Basic Income in Bangladesh

Table of Contents

1. Setting the Scene- A New Social Vision 1.1 Universal Basic Income: Why? 1.2 Universal Basic Income: What Is It & What It Is Not… 1.3 Scope & Objectives of the Study 1.4 Methodology of the Study

2. Conceptualising UBI 2.1 Taxonomy of Basic Income 2.2 Global Experience with UBI

3. Launching UBI in Bangladesh 3.1 Delineating An Operational UBI Model 3.2 Determining the Scope of UBI 3.3 Delivering UBI in Bangladesh

4. Unveiling the Potential of UBI- Macroeconomic & Household Level Impact 5. Towards Operationalising UBI in Bangladesh- Outlook and Challenges

3Bhattacharya et al. (2024): Assessing Viability of Universal Basic Income in Bangladesh

1. Setting the Scene- A New Social Vision

4Bhattacharya et al. (2024): Assessing Viability of Universal Basic Income in Bangladesh

5

1.1 Universal Basic Income: Why?

Strengthening Agency

A basic income can increase the

bargaining power of workers by protecting them from having to

accept precarious work conditions and unjust exploitation

Promoting Social equity

Targeted interventions may not address the

multidimensional nature of the

vulnerable population’s needs

without conditions nor ensures that support reaches all intended

Stimulating the Economy

Periodic cash transfers would not only provide

a degree of income security to its

recipients but would also create purchasing power for vulnerable

households.

Bhattacharya et al. (2024): Assessing Viability of Universal Basic Income in Bangladesh

6

Addressing the exclusion error

In a country that faces a data and

information constraint, UBI can help close coverage gaps and enhance

administrative efficacy

Streamlining government

processes

A regular cash payment in lieu of a mix of various social protection schemes

may allow the government to

streamline and limit government processes

and expenditures

Advancing a Universal Social

Protection System

UBI could potentially replace fragmented

welfare schemes and ensure that every citizen receives a

foundational level of support, addressing

social protection gaps

1.1 Universal Basic Income: Why?

Bhattacharya et al. (2024): Assessing Viability of Universal Basic Income in Bangladesh

1.2 Universal Basic Income: What is it? Theoretically, UBI has six key characteristics

7

Universal

Everyone in a political

community, irrespective of their income or wealth, is

eligible

Unconditional

There are no behavioural conditions attached to receiving

(e.g., willingness to work)

Uniform

A more implicitly

implied and most disputed characteristic

Periodic

Regularised payment

Cash payment

The transfers made must be

cash.

Individual-level

Each citizen is eligible to receive a cash payment, rather than the

household.

Bhattacharya et al. (2024): Assessing Viability of Universal Basic Income in Bangladesh

8

1.2 Universal Basic Income: What it is not…

UBI is not synonymous with the minimum wage or the guaranteed minimum income argument!

• The purpose of UBI is to provide a base level of income security and a realisation of human dignity

• Minimum wage or living wage is limited to waged employees and is to protect workers against unduly low pay

does not cover self-employed workers

• Guaranteed minimum income is a means-tested programme that targets the poor and, as such, may not be universal

Bhattacharya et al. (2024): Assessing Viability of Universal Basic Income in Bangladesh

9

This study explores the feasibility of implementing UBI in Bangladesh

As a scoping study, it lays the groundwork for assessing the viability and effectiveness of this programme, providing essential insights to optimise future efforts

As a frontier study, it sets a transformative precedent for addressing pressing challenges that may arise during the implementation of this ambitious programme

1.3 Scope & Objectives of the Study

Bhattacharya et al. (2024): Assessing Viability of Universal Basic Income in Bangladesh

10

Broadly, the study examines the relevance and feasibility of implementing UBI in Bangladesh.

In connection, the study explores three key dimensions —

• Delineating a Universal Basic Income (UBI) model for Bangladesh

• Determining the scope of Universal Basic Income (UBI) for Bangladesh

• Delivering Universal Basic Income (UBI) in Bangladesh

1.3 Scope & Objectives of the Study

Bhattacharya et al. (2024): Assessing Viability of Universal Basic Income in Bangladesh

2. Development of a poverty scorecard through the analysis of global and regional scorecards, the selection of relevant key indicators and assignment of scores to each indicator, weighted according to their influence on poverty

1. Reviewing existing global and regional

literature to establish a benchmark of

knowledge (in terms of both global

practices and country experiences)

3. Quantitative analysis With data collected from the 2022 “Household and Expenditure Survey” (HIES) by the Bangladesh Bureau of Statistics (BBS)

11

1.4 Methodology & Data

Bhattacharya et al. (2024): Assessing Viability of Universal Basic Income in Bangladesh

2. Conceptualising UBI

12Bhattacharya et al. (2024): Assessing Viability of Universal Basic Income in Bangladesh

Basic Income

Full Basic Income

Universal Basic

Income

Partial Basic Income

Universal Partial Basic

Income

Guaranteed Minimum

Income

Social Pensions

Child Allowance

Negative Income Tax

Negative Income

Tax

Earned Income

Tax Credit

Participatory Income

Job Guarantee

Wage Subsidy

Temporary Public Works

2.1 Taxonomy of Basic Income

13Bhattacharya et al. (2024): Assessing Viability of Universal Basic Income in Bangladesh

14

The Full Basic Income sets a universal transfer set at or above the poverty line, enough to live without any other earnings However, it remains theoretical as there are no real-world examples

The Partial Basic Income is a more fiscally viable approach offering modest, often means- tested transfers to complement existing social protections It is the most extensively tested approach with 7 ongoing programmes (5 in developing countries) and 3 already completed (one in India)

The Participatory Income is a conditional income tied to work or participation in public programmes, with two ongoing (India & Kenya) and two completed (argentina & Australia)

The Negative Income Tax (NIT) is a tax-based system providing subsidies to individuals below a minimum income level, gradually reduced as income rises There is one ongoing programme in the US (1975-present) with two completed in Germany and Canada

Extensively tested

Not tested at all

2.2 Global Experiences with UBI: A Summary

Bhattacharya et al. (2024): Assessing Viability of Universal Basic Income in Bangladesh

15

Targeting Strategies • Income Threshold Targeting: The most common approach, where basic income transfers are

given to those earning below a specified amount o Examples: Negative income tax programs, Dibao, Bolsa Familia, and the Stockton Economic

Empowerment Demonstration all use means testing to determine eligibility

Sources of Funding • Three Key Sources: Government funding, resource revenues, and development partner

contributions o High-Income Countries: Rely primarily on federal or local government funds o Middle-Income Countries: Blend government resources with international development

partner (IDP) funding o Resource Revenues: Used in both high- and low-income countries to support programmes o Low-Income Countries: smaller-scale initiatives funded by crowdfunded NGOs

2.2 Global Experiences with UBI: A Summary

Bhattacharya et al. (2024): Assessing Viability of Universal Basic Income in Bangladesh

16

Delivery Strategies

• Individual-Level Transfers: Most programs target individuals, with local governments playing a vital implementation role

• Uniform vs. Variable Transfers: • Most partial basic income and job guarantee programmes provide a flat amount

of transfer • NIT and Guaranteed Minimum Income (GMI) schemes provide variable

amounts based on factors like income, family composition, and local poverty lines (e.g., Dibao, Bolsa Familia)

• Transfer Amounts Relative to Poverty Lines • LMICs: Most amounts of transfer are less than that of the international poverty line

• Transfer Amounts Relative to GDP per Capita: Most programmes offered transfers below 20% of GDP per capita

• Replacing or Complementing SSNPs: While basic income programs could replace social safety nets in theory, they typically complement them in practice

2.2 Global Experiences with UBI: A Summary

Bhattacharya et al. (2024): Assessing Viability of Universal Basic Income in Bangladesh

There is no example of a full basic

income programme

Full Basic Income: A full basic income

model advocates for the level of transfer

to be set at the level that would secure

livelihoods without other income,

ideally set at the poverty line or higher.

Pros Cons

● Circumvents exclusion and inclusion errors

● Provides a social safety net for every person

● Provides the minimum income that individuals would need to survive.

● Reduces or eliminates the stigma associated with the programme for beneficiaries

● Benefits wouldn’t change with more income, so there is no disincentive to work

● There are funding constraints as the program would be a demand driven program instead of supply lead.

● Has not been implemented before to our knowledge

● Flat UBI program may not be fit for all purposes, as it cannot be as redistributive as a progressive structure

17

2.2 Global Experiences with UBI

Bhattacharya et al. (2024): Assessing Viability of Universal Basic Income in Bangladesh

Partial Basic Income: A partial basic income model

advocates for a modest transfer to be set and would

work alongside with most existing social protections

Pros Cons

● Mostly implemented as means tested programs

● More fiscally plausible with budget neutral options

● Programs have generally resulted in decreasing poverty

● Long term examples can be found in Alaska or Mongolia

● System can be utilized in times of emergency shocks like COVID

● Improves health and education outcomes

● Possibility for exclusion/Inclusion errors

● Financing has primarily been national resource taxes

● There are costs of participation

● Information to set up targeting criteria is needed

● There could be method specific limitations based on model.

● Data changes over time require strong administration

● Possible manipulation by administrators

18

2.2 Global Experiences with UBI

Bhattacharya et al. (2024): Assessing Viability of Universal Basic Income in Bangladesh

Ongoing Programmes

1. Permanent Fund Dividend, Alaska, United States (1976-present)

○ An annual dividend paid to residents of Alaska from natural resource revenues.

2. Dibao, China (1997-present) ○ Dibao supplements the poor’s income to a basic level.

3. Bolsa Familia, Brazil (2003- present) ○ A conditional cash transfer program that requires

minimum school attendance and compulsory vaccinations for children to receive transfer.

4. Child Money Programme, Mongolia (2005-present) ○ A proxy means test cash transfer programme to

Mongolian children.

5. Renta Dignidad, Bolivia (2008-present) ○ Non-contributory elderly social pension.

6. Wealth Partaking Scheme, Macau, China (2008-present) ○ An annual transfer for permanent residents of Macau to

share the achievements of economic development

7. Targeted Subsidy Reform, Iran (2010-present) ○ Monthly cash transfer to offset rising costs of goods from

eliminating subsidies.

Completed Programmes

1. Madhya Pradesh Unconditional Cash Transfer Project, 22 Villages in Madhya Pradesh, India (2011- 2013)

○ Monthly BI paid to all individuals in 9 villages as a treatment groups.

2. Basic Income Experiment, Finland (2017-2018) ○ A basic income experiment undertaken by the Finnish

government on long term unemployed residents.

3. Stockton Economic Empowerment Demonstration, Stockton, United States (2019-2021) ○ A partial basic income pilot program in Stockton,

California

19

2.2 Global Experiences with UBI

Bhattacharya et al. (2024): Assessing Viability of Universal Basic Income in Bangladesh

Negative Income Tax: A negative income tax model is a tax

scheme that functions like an inverse progressive tax system

in which a minimum income is set and individuals who fall

below that line would receive a cash transfer that would help

subsidize the among that they are short but would not take them

to that given level.

Notable Examples: 1. Earned Income Tax Credit, United States

(1975-present)

○ The EITC is a tax credit for working people with

low to moderate incomes that increases workers’

wages and offsets federal and income taxes

2. Targeted Negative Income Tax, Germany (1999-2002)

○ Time restricted employee subsidy for means-tested

welfare recipients.

3. Ontario Basic Income Pilot, Ontario, Canada

(2018-2019)

○ Provided low-income households with monthly

basic income payments up to 75% of the low-

income Measure in Canada

Pros Cons

● Pure model encourages recipients to work by ensuring that their benefits are phased out gradually until their income

● Progressive support levels ensure that a larger transfer goes to the poorest.

● EITC is the largest anti- poverty program in the US

● Program is constrained by targeted recipients paying/submitting tax forms annually

● Program can be constrained by targeted recipients’ knowledge of the program existing

● There are funding constraints as the program is available to all who qualify for it

20

2.2 Global Experiences with UBI

Bhattacharya et al. (2024): Assessing Viability of Universal Basic Income in Bangladesh

Notable Examples: 1. Mahatma Gandhi National Rural Employment

Guarantee Act, India (2005-present) ○ Guaranteed at least 100 days of wage employment

annually to every household willing to do unskilled,

manual labour.

2. Kazi kwa Vijana, Kenya (2010-present) ○ A youth employment scheme that provides both

labor intensive work and private sector training

through internships.

3. Plan Jefes y Jefas de Hogar Desocupados,

Argentina (2002-2005) ○ An emergency employment program for

unemployed head of households.

4. JobKeeper Payment, Australia (2020-2022) ○ A wage subsidy program to help businesses retain

employees throughout the COVID-19 pandemic.

Participatory Income: A basic income guarantee that is

conditional on some participation by the recipient Pros Cons

● Provides cash for work ● Programs primarily rely

on self selection. ● Job guarantee programs

theoretically should put unemployment rate to 0 in which no one is unemployed or underemployed

● Affordability ● Could make receiving

other social protection conditional upon accepting any job

● Household impacts for care economy and education

● Corruption and maladministration

21

2.2 Global Experiences with UBI

Bhattacharya et al. (2024): Assessing Viability of Universal Basic Income in Bangladesh

Targeting Strategies

Categories Income Threshold Age Employment

Status Random Selection

Self-Selection Household size &

composition

Full Basic Income

Basic Income transfer amounts could vary benefit by age

Partial Basic Income

Programmes generally require participants to earn below a certain income threshold to qualify (Madhya Pradesh Unconditional Cash Transfer, Bolsa Familia)

Different programs may target different ages such as children or seniors (Child Money Program, Renta Dignidad)

Most pilot programs randomly assign the benefit out of the target group (Stockton Economic Empowerment Demonstration, Finland Basic Income Pilot)

Size of benefit changes based on household makeup (Madhya Pradesh Unconditional Cash Transfer, Bolsa Familia)

Negative Income Tax

To receive NIT, claimants must be below a certain income

EITC is only available to employed individuals (EITC)

In order to claim the EITC, claimants must submit an additional form with their taxes (EITC)

The amount of benefit varies based on household size

Participatory Income

Can be targeted at a specific age groups like youth, young adults or adults only (Kazi Kwa Vijana)

Individuals must work in order to receive the payment

These programmes are not mandatory and participants must self select to be involved. (Madhya Pradesh Unconditional Cash Transfer Pilot)

22

2.2 Global Experiences with UBI

Bhattacharya et al. (2024): Assessing Viability of Universal Basic Income in Bangladesh

Financing Strategies

Categories Increasing Taxes Reallocation of Public

Expenditures Sovereign Wealth Fund Fiscal Reserves

Full Basic Income Theorists of UBI often call for increasing taxes to fund UBI.

Some theorists plan to fund UBI through cutting social security programs that would become redundant with the introduction of UBI

Partial Basic Income

Some programmes are funded through taxes on natural resources or automation (Renta Dignidad)

Basic income theorists plan to fund it through cutting similar programs that would be redundant.

Some transfers are financed through sovereign wealth funds (Mongolia Child Money Programme, Alaska Permanent Fund)

Some programmes are funded through fiscal reserves (Wealth Partaking Scheme- China)

Negative Income Tax

The NIT model is based on the theory that taxes on wealthier people would fund the transfers to those who qualify for it.

The EITC is funded through money marked for economic security spending in the U.S. federal budget (EITC)

Participatory Income

Participatory income is often funded through reallocation of expenditures both federally and locally. (Mahatma Gandhi National Rural Employment Guarantee)

23

2.2 Global Experiences with UBI

Bhattacharya et al. (2024): Assessing Viability of Universal Basic Income in Bangladesh

Categories Household or Individual Based Role of Local Government Uniform Transfers Replacement of existing SSN

Full Basic Income

Theoretically, UBI should be delivered to every individual.

Theoretical UBI transfers are uniform with some change in size of transfer for children

UBI would replace existing social security that would become redundant.

Partial Basic Income

Most programs are delivered at the individual level (Child Money Programme, Renta Dignidad, Permanent Fund, Wealth Partaking Scheme)

Many basic income programmes are implemented by local government (Ontario Basic Income Pilot, Permanent Fund). National programmes that utilize local government do so for means testing or delivery of funds (Dibao, Madhya Pradesh Unconditional Cash Transfer)

Some programmes like the Wealth Partaking scheme or Child Money Programme have uniform transfers but others, like Dibao depend on demonstrated household need.

Some basic income programmes are implemented to be replacements of social

safety nets like the Basic Income Experiment in Finland and the Spanish

Minimum Subsistence Income, but others like Renta Dignidad are created to fill gaps in

SSN coverage. (Bolsa Familia)

Negative Income Tax

NIT programs are delivered at the household level (Earned Income Tax Credit)

Has been implemented as a national tax credit but individual states have their own smaller EITC. (Earned Income Tax Credit )

NIT programs vary based on household income

Theoretically, NIT would replace other SSN but in practice NIT work in tandem with

existing social protections.(Earned Income Tax Credit)

Participatory Income

Should be delivered to individuals that participate but household makeup has led to additional transfers (Bolsa Familia)

Participation of local government is instrumental in delivery of programme through work placement (Mahatma Gandhi National Rural Employment Guarantee Act, Kazi kwa Vijana)

Wages may differ based on program and method of participation. (Mahatma Gandhi National Rural Employment Guarantee Act, Kazi kwa Vijana)

Job guarantee is theorized to replace unemployment benefits but in practice they have not been implemented to replace existing SSN.

Delivery Strategies

24

2.2 Global Experiences with UBI

Bhattacharya et al. (2024): Assessing Viability of Universal Basic Income in Bangladesh

3. Launching UBI in Bangladesh

25Bhattacharya et al. (2024): Assessing Viability of Universal Basic Income in Bangladesh

26

The Bangladesh Context

According to the Household Income and Expenditure Survey (HIES), poverty levels in Bangladesh have decreased, although inequality continues to rise

Several independent studies indicate that the COVID-19 pushed significant number of households below the poverty line and created a new group of poor, exposing the vulnerability of households - just one shock away from falling into poverty

According to the Food Security Statistics 2023 by BBS, 21.92% of households experienced moderate or severe food insecurity in Bangladesh

The Multidimensional Poverty Index 2023 indicates that a notable portion of Bangladesh's population is at risk of multidimensional poverty often worsened by conflicts, environmental issues, governance challenges, and economic uncertainties

Bhattacharya et al. (2024): Assessing Viability of Universal Basic Income in Bangladesh

3.1. Delineating An Operational Model

27

Although proliferated in number over the years, the perennial issue of social protection programmes is inadequate coverage

The absence of inflation adjustment has made the social protection programmes less effective in supporting vulnerable households

The definition of social protection provided by the Ministry of Finance has always been dubious and under scrutiny

Although formulated in 2015, implementation of the National Social Security Strategy has made limited progress

Bhattacharya et al. (2024): Assessing Viability of Universal Basic Income in Bangladesh

The Bangladesh Context 3.1. Delineating An Operational Model

28

The Constitutional and Policy Basis for UBI in Bangladesh

Globally, the voices advocating for fundamental rights—such as the right to food and universal entitlements are growing louder

As part of its development aspiration, Bangladesh aims to achieve universal health coverage, universal social protection, and a universal pension scheme

Commensurating with Universal Human Rights, advancing towards more comprehensive social protection in Bangladesh can be achieved by introducing Universal Basic Income

Bhattacharya et al. (2024): Assessing Viability of Universal Basic Income in Bangladesh

3.1. Delineating An Operational Model

29

The National Constitution of Bangladesh pledged the provision of basic necessities of life for all its citizens and the right to social security (Article 15)

National Social Security Strategy (NSSS) 2015 envisioned to provide a guaranteed minimum income (GMI) to all in Bangladesh who need the support

Guarantee of a minimum quality of life, based on both employment income for those who work and social protection benefits for those vulnerable populations who cannot, is embedded in Vision 2041

Given the socio-economic challenges in Bangladesh, UBI can potentially be a promising tool to reduce poverty, empower citizens, and streamline social protection, even within the constraints of the current fiscal framework

Bhattacharya et al. (2024): Assessing Viability of Universal Basic Income in Bangladesh

The Constitutional and Policy Basis for UBI in Bangladesh

3.1. Delineating An Operational Model

Social Security Programmes in Bangladesh-Stylised Facts Alarming Levels of Exclusion and Inclusion Error

• The data from HIES 2016 reveals that 32% of poor households benefited from some form of assistance, while 19.8% of non-poor households were included in SSNP programs

(Rahman, M., Khan, T. I., Kamal, M., & Alam, M.,” Delivery of Efficient Social Protection- Recommendation In view of Implementing Five Programme in Bangladesh)

• Estimations using 2019 MICS data reveal that 49 to 66% of beneficiaries are not poor

• Inclusion errors were 51% for allowances, 54% for food support programs, and 62% for maternity allowances across rural and urban areas

(World Bank, "Bangladesh Social Protection Public Expenditure Review," 2021)

Faulty Beneficiary Selection Process

• The beneficiary selection process lacks objective metrics

• The loosely defined criteria are hard to verify

• This gives officials too much discretionary power leading to patronage and nepotism

30

3.1. Delineating An Operational Model

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Social Security Programmes in Bangladesh-Stylised Facts Underspending on Programmes for Children & Working Age

• Young, impoverished children making up one-eighth of the country’s poor receive just 4.13% of total social protection benefits

• The working-age makes up 56% of the total population, but only 3.75% benefit from age-specific programs

(Ministry of Finance, “Social Security Budget Report 2024-25”)

• Rural Bias in SSNPs

• Almost half of the total expenditure is directed towards rural areas

• Programs aimed at shock mitigation, economic inclusion, and entrepreneurship/startup initiatives are predominantly rural-focused

• The exclusion error in urban areas is 87% much higher than that of the rural exclusion error of 67% attributing to higher SSP coverage for rural areas

(GED, “Midterm Implementation Review of the National Social Security Strategy”, 2020)

3.1. Delineating An Operational Model

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Social Security Programmes in Bangladesh-Stylised Facts Equitable coverage for the poorest is not ensured

• Poverty prevalence across areas is not taken into account while distributing resources

• As a result, some districts are ‘undercovered’ while some are ‘overcovered’

(World Bank, "Bangladesh Social Protection Public Expenditure Review," 2021)

• During COVID-19, GR was distributed based on the district population and not the number of poor across districts

(Bhattacharya, D., & Khan, T. I., “COVID-19 and Bangladesh: Inclusion, disaggregation, and transition”2023)

3.1. Delineating An Operational Model

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Social Security Programmes in Bangladesh-Stylised Facts Benefits remain low and often stagnate

• Most benefits account for only 1 to 3% of total household income for the poor (Social Security Budget Report 2024-25)

• Exceptions include Test Relief (TR), Old Age Allowance (OAA), and Widow Allowance (WA), which represent 9, 7, and 7% of the poor’s average income, respectively

(World Bank, “Adequacy of Coverage, Targeting and Benefits of Social Protection Programs”)

No Exit Strategy

• Beneficiaries typically only exit programmes due to death or ageing out

• This results in stagnant beneficiary rosters

3.1. Delineating An Operational Model

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Social Security Programmes in Bangladesh-Stylised Facts Cumbersome Delivery Process • Beneficiaries of most programs frequently raised concerns about irregular and delayed benefit

disbursements o In some areas, respondents reported receiving quarterly instalments only after six months or

longer (“Survey on Social Safety Nets Programmes (SSNP) in Bangladesh conducted under Household Income & Expenditure Survey Project of Bangladesh Bureau of Statistics”)

o On average, it takes at least two months to transfer funds from the treasury to beneficiaries o The delay can be attributed to manual processes, complex administrative steps, and limited local

capacity (World Bank, "Bangladesh Social Protection Public Expenditure Review," 2021)

3.1. Delineating An Operational Model

Bhattacharya et al. (2024): Assessing Viability of Universal Basic Income in Bangladesh

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Social Security Programmes in Bangladesh-Stylised Facts Cumbersome Delivery Process • High Travel and Visit Costs Can Reduce Net Benefits by 2-5%

o Beneficiaries often incur high travel costs to visit upazila-level branches (World Bank, "Bangladesh Social Protection Public Expenditure Review," 2021)

o In a sample of 12,144 people all over the country, approximately 61% of beneficiaries reported travelling less than one hour to access SSNP benefit delivery venues

o Among them, 42% experienced waiting times of one hour or less, while 37% reported waiting for 2-3 hours at the delivery points

o Around 12% faced travel expenses ranging from Tk.76 to Tk.100 for round trips to the designated delivery locations

(“Survey on Social Safety Nets Programmes (SSNP) in Bangladesh conducted under Household Income & Expenditure Survey Project of Bangladesh Bureau of Statistics”)

3.1. Delineating An Operational Model

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Social Security Programmes in Bangladesh-Stylised Facts Resource Constraints Affect Engagement with Beneficiaries

• The Ministry of Social Welfare (MoSW) spends 9% of its budget on management.

• The Ministry of Disaster Management and Relief (MoDMR) spends less than 2.5%

• The Ministry of Liberation War Affairs (MoLWA) allocates only 1%

• These low allocations make it challenging for program staff to provide comprehensive supervision of enrollment and payment processes

Monitoring Lapses Creates Fund Discrepancies

• Expenditure tracking revealed discrepancies between allotted and transferred amounts, causing variations in received benefits

• Delays in enrolling beneficiaries, despite treasury-approved funds, complicated accounting and reconciliation at the upazila level

(World Bank, "Bangladesh Social Protection Public Expenditure Review," 2021)

3.1. Delineating An Operational Model

Bhattacharya et al. (2024): Assessing Viability of Universal Basic Income in Bangladesh

Negative Income Tax

• Targeting is not feasible as 84.9% of the labour force works in the informal sector with unobservable earnings

• Beneficiaries must file taxes, but the intended population mostly earn below the taxable income

37

A Full Basic Income

• No universal, unconditional basic income model can be found globally to replicate

• Significant financial resources required, which are currently unavailable

• If people receive unconditional money, they might work less or stop working, reducing the overall labor supply

Participatory Income

• Jobs are offered based on demand for workers, with low wages to exclude the non-poor, distorting market wages

• The initiatives involve manual labour, limiting undertaking and participation by seasons, climate, and physical ability

• Beneficiaries face non-wage costs, reducing net benefits

Partial Basic Income- The Right Fit for Bangladesh Why the Other Models Fall Short

3.1. Delineating An Operational Model

Bhattacharya et al. (2024): Assessing Viability of Universal Basic Income in Bangladesh

➢Why Will A Partial Basic Income be Ideal for Bangladesh At the Moment?

A Solution to the Current Fiscal Limitations…

• High costs of full basic income are prohibitive; partial basic income offers a practical alternative

• It will enable starting with a substantial but below-subsistence cash transfer, increasing gradually as needs and financial capacity grow

• Partial basic income can be more effective than current SSNPs in alleviating poverty

38

3.1. Delineating An Operational Model

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3.2. Determining the scope for UBI ➢ To effectively implement a Universal Basic Income (UBI) model, it is crucial to establish

a comprehensive understanding of household susceptibility to poverty

➢ As part of this process, a Poverty Scorecard has been developed to provide a reliable,

cost-effective, and accessible tool for assessing poverty levels and identifying target

groups

➢ Estimating the cash transfer amount each household will receive under the programme

➢ The fiscal requirements are assessed to estimate the total funding needed for

implementing the programme across various intervention clusters, ensuring resource

distribution aligns with the needs and characteristics of each cluster

Bhattacharya et al. (2024): Assessing Viability of Universal Basic Income in Bangladesh

Defining Poverty Scorecard

• A poverty scorecard is a practical tool designed to assess poverty levels within households, districts, or regions by providing an unbiased and cost-effective means of estimating poverty rates and monitoring changes over time

• It helps organisations identify and target specific groups for interventions, making it valuable for informed decision-making and resource allocation

Why Poverty Scorecard

40

Benefits of Poverty Scorecard • Non-consumption and Non-income

approach to assess household poverty rate • Straightforward and easy to use which

makes it accessible for local organisations without requiring specialised expertise

• A low-cost approach which is clear and easily understood, encouraging adoption among users

Limitations of Poverty Scorecard • The effectiveness of the scorecard may vary based on the

location or context in which it is applied o For instance, questions about asset ownership might

yield different responses in rural versus urban areas • The scorecard method assumes that the correlation

between certain indicators and poverty are uniform across all households o However, those varies significantly based on cultural

norms, geographic location, and other factors

3.2. Determining the scope for UBI

Bhattacharya et al. (2024): Assessing Viability of Universal Basic Income in Bangladesh

Methodology & Data for Poverty Scorecard

41

Analysing global and regional scorecards to create a knowledge benchmark, drawing from both international standards and country-specific insights

From a review of 35 widely used indicators (from literature), 10 were chosen for their significant correlation with poverty in both rural and urban regions of Bangladesh

The “Household and Expenditure Survey” (HIES) 2022 by the Bangladesh Bureau of Statistics (BBS) is utilised for econometric analyses as data source

Scores are assigned based on literature and an assessment of each indicator's influence on poverty, with different indicators weighted accordingly

3.2. Determining the scope for UBI

Bhattacharya et al. (2024): Assessing Viability of Universal Basic Income in Bangladesh

Poverty Scorecard

A score of 0 indicates the highest likelihood

of poverty, while a score of 100 indicates the lowest likelihood

of poverty.

Indicator Value Points

1. Do all household members aged

6 to 12 currently attend a school

or educational institution?

A. No

B. No children in the household

C. Yes

0

5

10

2. Is this a slum household? A. Yes

B. No

0

5

3. Does the household have a

separate dining room?

A. No

B. Yes

0

10

4. What is the construction

material of main room of the

household?

A. Hemp/Hay/Bamboo/Mud brick or

others

B. Tin (CI sheet)/Wood

C. Brick/Cement

0

4

20

5. What is the household's

primary source of energy for

cooking?

A. Firewood and chips, or charcoal

B. Biomass fuels

C. Natural/LPG Gas/Gasoline/Diesel/

Kerosene/Electricity/Others

0

2

15

3.2. Determining the scope for UBI

42Bhattacharya et al. (2024): Assessing Viability of Universal Basic Income in Bangladesh

Poverty Scorecard

A score of 0 indicates the highest

likelihood of poverty, while a score of 100 indicates the lowest

likelihood of poverty.

Indicator Value Points

6. Does the household own any

television?

A. No

B. Yes

0

10

7. How many fans does the

household own?

A. No fan

B. One

C. Two or more

0

2

15

8. Does the household receive any

benefits from a social safety net

programme?

A. Yes

B. No

0

5

9. Has anyone in the household

experienced a chronic illness in

the past year?

A. Yes

B. No

0

5

10. Does the household have any

members with a disability?

A. Yes

B. No

0

5

3.2. Determining the scope for UBI

43Bhattacharya et al. (2024): Assessing Viability of Universal Basic Income in Bangladesh

44

Selection Criteria:

Threshold of the Poverty Scorecard is set to indicate households' susceptibility to poverty; households scoring below this threshold are more vulnerable to poverty, while those scoring above are not

➢ The threshold value is determined by analysing various values in both urban and rural areas, aligning them to represent households that fall below the upper poverty line as defined by the Household Income and Expenditure Survey (HIES) 2022

Urban Threshold = 48 An overlap of 36.44% of urban households in the country that fall below the upper poverty line and also fall below the poverty scorecard threshold

Rural Threshold = 52 An overlap of 68.61% of rural households in the country that fall below the upper poverty line and also fall below the poverty scorecard threshold

➢ Based on these thresholds, around 88% households have a per capita consumption expenditure below 8,000 taka, reflecting significant economic constraints and limited spending capacity

➢ This implies that households in urban areas with a score below 48 and in rural areas with a score below 52 will be eligible to receive the allowance

3.2. Determining the scope for UBI

Bhattacharya et al. (2024): Assessing Viability of Universal Basic Income in Bangladesh

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Estimation of National Poverty Line: 3,847 taka

➢ Calculation of national poverty line:

σ(������������ �������� �������������� �������� ∗ ��������ℎ��)

σ��������ℎ�� ➢ Adjusting for inflation:

3847 ∗ �������������� �������� ������

������������������ �������� ������

Allocation per household = 4,540 taka (monthly)

➢ 25% of the total household cost of basic needs expenditure is considered, based on an average household size of 4

Allocation per household = 54,480 taka (annually)

3.2. Determining the scope for UBI

Bhattacharya et al. (2024): Assessing Viability of Universal Basic Income in Bangladesh

46

Intervention areas:

Based on district characteristics, the intervention areas are clustered into four groups.

The targeting is done at the district level, as the HIES 2022 data is not representative at

the upazila level

Cluster-1: National

➢ Targeting 64 districts, where 35.90% of households fall below the poverty scorecard

(PSC) threshold, with 10.34% of households from urban areas (scoring below 48) and

48.02% of households from rural areas (scoring below 52)

3.2. Determining the scope for UBI

Bhattacharya et al. (2024): Assessing Viability of Universal Basic Income in Bangladesh

47

Intervention areas:

Cluster-1: National

3.2. Determining the scope for UBI

Targeting 64 Districts in Bangladesh

Bhattacharya et al. (2024): Assessing Viability of Universal Basic Income in Bangladesh

48

Intervention areas:

Cluster-2: Poverty Prone Area

➢ Targeting 36 poverty-prone districts, each with a district-level poverty rate exceeding

24.3% (the national average upper headcount ratio (HCR) according to HIES 2016)

➢ The HCR from HIES 2016 is used in this context, as the data from HIES 2022 is not

representative at the district level

➢ Nationwide, 22.66% of households fall below the poverty scorecard (PSC) threshold,

with 16.40% of households from urban poverty-prone areas (scoring below 48) and

52.68% of households from rural poverty-prone areas (scoring below 52)

3.2. Determining the scope for UBI

Bhattacharya et al. (2024): Assessing Viability of Universal Basic Income in Bangladesh

49

Intervention areas:

Cluster-2: Poverty Prone Area

3.2. Determining the scope for UBI

Targeting 36 Poverty Prone Districts in Bangladesh

Bhattacharya et al. (2024): Assessing Viability of Universal Basic Income in Bangladesh

50

Intervention areas:

Cluster-3: Climate Vulnerable Area

➢ Targeting 34 climate-vulnerable districts based on district averages from the Nationwide Climate Vulnerability Assessment in Bangladesh, 2023

➢ Due to data limitation, an average of the upazila-level climate vulnerability index values is used to determine the district-level index, which ranges from 0 to 1 (where 0 indicates no vulnerability and 1 indicates high vulnerability)

➢ Limitation of the upazila average: Outliers exist, with districts like Sunamganj and Netrakona having index values below 0.5. Similarly, Chattogram’s average index value falls below 0.5 due to disparities within its upazilas—for instance, Banshkhali has a value of 0.67, but the district average is lowered by a significant difference of 0.38 with Khulshi, which has a value of 0.29. Similar outlier issues may be present in other districts as well

➢ Districts with an index value of 0.5 or greater are considered climate-vulnerable ➢ Nationwide, 17.93% of households fall below the poverty scorecard (PSC) threshold,

with 17.36% of households from urban climate vulnerable areas (scoring below 48) and 51.91% of households from rural climate vulnerable areas (scoring below 52)

3.2. Determining the scope for UBI

Bhattacharya et al. (2024): Assessing Viability of Universal Basic Income in Bangladesh

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Intervention areas:

Cluster-3: Climate Vulnerable Area

3.2. Determining the scope for UBI

Targeting 34 Climate Vulnerable Districts in Bangladesh

Bhattacharya et al. (2024): Assessing Viability of Universal Basic Income in Bangladesh

52

Intervention areas:

Cluster-4: Highly Poverty Prone Area

➢ Targeting 11 highly poverty-prone districts, each with a district-level poverty rate

exceeding 40% (the national average upper headcount ratio (HCR) according to HIES 2016)

➢ These 11 districts include seven that are climate-vulnerable—Kurigram, Magura, Jamalpur,

Gaibandha, Rangpur, Lalmonirhat, and Sherpur—along with Dinajpur, Bandarban, Kishorganj,

and Khagrachhari

➢ Nationwide, 7.03% of households fall below the poverty scorecard (PSC) threshold, with

19.67% of households from urban highly poverty-prone areas (scoring below 48) and

60.67% of households from rural poverty-prone areas (scoring below 52)

3.2. Determining the scope for UBI

Bhattacharya et al. (2024): Assessing Viability of Universal Basic Income in Bangladesh

53

Intervention areas:

Cluster-4: Highly Poverty Prone Area

Kurigram, Magura, Jamalpur, Gaibandha,

Rangpur, Lalmonirhat, and Sherpur being

climate vulnerable as well with a climate

vulnerability index more than 0.5

3.2. Determining the scope for UBI

Targeting 11 Highly Poverty Prone Districts in Bangladesh

Bhattacharya et al. (2024): Assessing Viability of Universal Basic Income in Bangladesh

54

Savings from existing programmes

➢ The existing social safety net benefits received by households below the poverty scorecard threshold—excluding educational stipends, agricultural subsidies, and disaster support benefits— are extrapolated to a national estimate

➢ Assumption: All households below the threshold are currently receiving some form of social safety net benefit

➢ Implication: As eligible households are transitioned out of other programmes, the budget allocated to those households in these programmes will be saved

Saving = σ ��������_����������

σ ��������_���� ∗ σ����

σ��������_���������� = ���������� ���������� ���� �������� ���������������� ���� ���� ���������� ������ ��ℎ������ℎ������ ���� �������� 2022

σ��������_���� = ���������� ℎ��������ℎ������ ������������ ���������� ������ ��ℎ������ℎ ���� �������� 2022

σ���� = ���������������� ������������������ ���� ���������� ������ ��ℎ������ℎ������ ���� ������������������������ ��������

3.2. Determining the scope for UBI

Bhattacharya et al. (2024): Assessing Viability of Universal Basic Income in Bangladesh

55

Cluster-1: Fiscal Requirement to Implement Nationally

Area of Implementation

Target Household

Number (in Lakh)

Target Household

Number (in Million)

Total Budget for 1 year

(in Crore BDT)

Savings form other

programmes (in Crore BDT)

Net Budget Required

(in Crore BDT)

Net Budget Required

(in Billion USD)

Urban 13.64 1.36 7,430.67 523.40 6,907.28 0.58

Rural 133.61 13.36 72,788.93 4,303.23 68,485.70 5.71

National 147.25 14.72 80,219.60 4,826.63 75,392.98 6.28

3.2. Determining the scope for UBI

Urban Rural

National

% share of National Households

3.33%

32.58% 35.90%

➢ The fiscal requirement for implementing a partial basic income programme nationwide for 147.25 Lakh households below the poverty scorecard threshold is estimated at 80,219.60 crore BDT.

➢ However, savings from existing programmes currently benefiting these households are estimated at 4,826.63 crore BDT. This reduces the net fiscal requirement to 75,392.98 crore BDT (approximately 6.28 billion USD).

Bhattacharya et al. (2024): Assessing Viability of Universal Basic Income in Bangladesh

56

Cluster-2: Fiscal Requirement to Implement in Poverty Prone 36 Districts

Area of Implementation

Target Household

Number (in Lakh)

Target Household

Number (in Million)

Total Budget for 1 year

(in Crore BDT)

Saving form other

programmes (in Crore BDT)

Net Budget Required

(in Crore BDT)

Net Budget Required

(in Billion USD)

Urban Poverty Prone Area

15.08 1.51 8,218.04 671.73 7,546.30 0.63

Rural Poverty Prone Area

77.86 7.79 42,420.16 2,863.74 39,556.42 3.30

National 92.95 9.29 50,638.20 3,535.47 47,102.72 3.93

3.2. Determining the scope for UBI

➢ The fiscal requirement for implementing a partial basic income programme in poverty prone districts for 92.95 Lakh households below the poverty scorecard threshold is estimated at 50,638.20 crore BDT.

➢ However, savings from existing programmes currently benefiting these households are estimated at 3,535.47 crore BDT. This reduces the net fiscal requirement to 47,102.72 crore BDT (approximately 3.93 billion USD).

Urban Poverty Prone Area Rural Poverty Prone Area

National 3.68%

18.99%

22.66%

% share of National Households

Bhattacharya et al. (2024): Assessing Viability of Universal Basic Income in Bangladesh

57

Cluster-3: Fiscal Requirement to Implement in Climate Vulnerable 34 Districts

Area of Implementation

Target Household

Number (in Lakh)

Target Household

Number (in Million)

Total Budget for 1 year

(in Crore BDT)

Saving form other

programmes (in Crore BDT)

Net Budget Required

(in Crore BDT)

Net Budget Required

(in Billion USD)

Urban Climate Vulnerable Area

7.05 0.70 3,839.21 339.73 3,499.48 0.29

Rural Climate Vulnerable Area

66.48 6.65 36,217.76 2,174.95 34,042.81 2.84

National 73.53 7.35 40,056.98 2,514.69 37,542.29 3.13

3.2. Determining the scope for UBI

➢ The fiscal requirement for implementing a partial basic income programme in climate vulnerable districts for 73.53 Lakh households below the poverty scorecard threshold is estimated at 40,056.98 crore BDT.

➢ However, savings from existing programmes currently benefiting these households are estimated at 2,514.69 crore BDT. This reduces the net fiscal requirement to 37,542.29 crore BDT (approximately 3.13 billion USD).

% share of National Households Urban Climate Vulnerable

Rural Climate Vulnerable National

1.72%

16.21%

17.93%

Bhattacharya et al. (2024): Assessing Viability of Universal Basic Income in Bangladesh

58

Cluster-4: Fiscal Requirement to Implement in Highly Poverty Prone 11 Districts

Area of Implementation

Target Household

Number (in Lakh)

Target Household

Number (in Million)

Total Budget for 1 year

(in Crore BDT)

Saving form other

programmes (in Crore BDT)

Net Budget Required

(in Crore BDT)

Net Budget Required

(in Billion USD) Urban Highly Poverty Prone Area

2.65 0.26 1,442.57 105.31 1,337.26 0.11

Rural Highly Poverty Prone Area

26.16 2.62 14,253.86 673.57 13,580.30 1.13

National 28.81 2.88 15,696.44 778.88 14,917.56 1.24

3.2. Determining the scope for UBI

➢ The fiscal requirement for implementing a partial basic income programme in highly poverty prone districts for 28.81 Lakh households below the poverty scorecard threshold is estimated at 15,696.44 crore BDT.

➢ However, savings from existing programmes currently benefiting these households are estimated at 778.88 crore BDT. This reduces the net fiscal requirement to 14,917.56 crore BDT (approximately 1.24 billion USD). % share of National Households

Urban Highly Poverty Prone Area Rural Highly Poverty Prone Area

National0.65%

6.38%

7.03%

Bhattacharya et al. (2024): Assessing Viability of Universal Basic Income in Bangladesh

Fiscal Indicators (Fiscal Year 2024-25)

National (64 districts)

Poverty Prone Areas (36 districts)

Climate Vulnerable Areas

(34 districts)

Highly Poverty Prone Areas

(11 districts) GDP 1.35% 0.84% 0.67% 0.27% Total Budget 9.46% 5.91% 4.71% 1.87% Tax Revenue 15.23% 9.52% 7.58% 3.01% Total Expenditure 9.46% 5.91% 4.71% 1.87%

Social Protection (Total) 55.43% 34.63% 27.60% 10.97%

Social Protection (Acceptable and Quasi- acceptable)*

171.76% 107.31% 85.53% 33.98%

59

3.2. Determining the scope for UBI Fiscal Requirement as percentage of Key Fiscal Indicators

➢ Implementing the programme nationally for households below the PSC threshold would require an estimated 1.35% of GDP for FY2025. Targeting poverty-prone areas would reduce the requirement to 0.84% of GDP, while focusing on climate-vulnerable areas would need 0.67% of GDP. Furthermore, targeting the 11 highly poverty-prone districts would lower the fiscal requirement to just 0.27% of GDP for FY2025

*SSNPs were classified into three categories: acceptable (naturally included in social protection), quasi-acceptable (in the grey area, such as loans and training programmes), and non-acceptable (those that should be excluded from social protection) (Khan et.al., 2024)

Bhattacharya et al. (2024): Assessing Viability of Universal Basic Income in Bangladesh

Process Mapping for the Delivery Chain • The World Bank has established a comprehensive framework for the delivery of social protection benefits

(Lindert, Karippacheril, Rodriguez Caillava, & Nishikawa Chavez, 2020)

• In developing this framework, a wide range of social protection programs implemented in various contexts were reviewed to identify the key implementation phases

• We have adapted from the World Bank model, specifically tailored to the context of Bangladesh, detailing the processes within each phase of its framework considering-

o The nature of institutional arrangements

o The available technology

o The existing information systems

• The eight key steps have been outlined in the next three slides

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61

Outreach

▪ Inputs: Messages, communication tools, active search ▪ Outputs: The intended population is informed about the programme and is motivated to apply

Registration

▪ Inputs: People apply/register and provide information ▪ Outputs: Complete information on the registrants

Assessment

▪ Inputs: Profiling registrants using appropriate assessment tools ▪ Outputs: Determination of registrants’ eligibility

Screening

▪ Inputs: Multiple verification strategies to confirm the accuracy of information provided by registrants

▪ Outputs: Complete, validated, and verified information on eligible registrants

Process Mapping for the Delivery Chain- Stages

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Notifying & Onboardin

g

▪ Inputs: Communication with registrants, collection of additional information (contact details, bank information, signed consent forms)

▪ Outputs: Registrants notified of their status (eligibility, direction and feedback on grievance)

Payment

▪ Inputs: Verification under the specified authentication factors for onboarded registrants

▪ Outputs: Beneficiaries receive the transfer, and the receipt is confirmed

Monitoring & GRMs

▪ Inputs: Information updates and corrections, GRM cases, compliance information ▪ Outputs: Updated beneficiary registry and communication of GRM outcomes to all parties involved

Exit

▪ Inputs: Monitoring information and exit criteria ▪ Outputs: Beneficiaries are notified, cases are closed, and outcomes are documented

Process Mapping for the Delivery Chain- Stages

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Process Mapping for the Delivery Chain- Actors

Citizens

➢Potential Beneficiaries

Local Committee

➢ Eight to ten-member committee Two from local government representatives (one male and one female), two from opposition parties, two NGO representatives, two CSOs including school teachers, business leaders etc., two youth (non- political representatives) 50% will be women/third gender and at least two from LNOB groups (i.e., Dalit, Adivasi, PWD, Hijra etc, as appropriate

MFS Operators

➢ Mobile Financial Service operators responsible for cash transfer

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Integrated Management Information System

➢ A system that integrates an information system (for data collection, storage, and analysis) with an operations management system (for data cross-checking, monitoring, and grievance redress)

Central Committee

➢ A committee including representatives from the Ministry, the Local Committee, MFS+ operators, and IT experts

➢ The goal is to manage the programme's functionalities beyond traditional bureaucratic supervision centrally

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Process Mapping for the Delivery Chain- Actors

3.3. Delivering UBI in Bangladesh

➢What will be the outreach strategies?

• The outreach efforts will explain the programme’s objectives, eligibility criteria, registration procedures, delivery mechanisms, key institutional actors, points of contact, and channels for submitting grievances and appeals

• The concerned Ministry will initiate a visibility campaign to engage local actors for proactive support

• Notification will be sent to Union Parishad (UP) and school committees three months before the outreach efforts

• The NGO Affairs Bureau (NGOAB) will circulate information. Local NGOs and CSOs may extend the outreach effort through the social media campaign

Outreach Modalities

• Public announcements will be made locally through miking

• Uthan Baithak meetings will be organised with local actors and communities to disseminate information about the programme

• Advertisements in local newspaper will be used for information dissemination in remote areas

• A website and social media platforms containing detailed information about the programme will be developed as an effective means of publicity

• The messaging will include simple and clear calls to action

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I. Outreach

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➢Who will apply from the household?

• The female who is the senior most in the household will be eligible to apply for the programme

• In the absence of an adult female in the household, the male household head can apply

➢What will the intake and registration strategies be?

Hybrid Intake Strategy

• On-Demand Applications: Individuals can proactively apply for benefits

• Scheduled Registration: The government will conduct registration on a fixed schedule, subject to funding and capacity

Verifying Documents

• Applicants must submit a copy of the National Identity Card (NID) for all adult household members

o NID will be used to prefill basic personal information (name, date of birth, place of birth, gender, marital status, address, occupation, education level)

o NID of all adult household members will be screened to prevent multiple applications from the same household

• Applicants must submit proof of residency in the mentioned location for at least a year

II. Intake and Registration

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➢What will the intake and registration strategies be?

• UDC entrepreneurs will assist applicants in filling out the online application

• All information will be recorded digitally in the Integrated Management Information System (IMIS)

• All applicant names will be available for viewing in the external dashboard of the IMIS

Application Form Requirements

• The application form must include a clear introduction and explanation of the programme’s objectives

• It should not contain any open-ended questions

• The form must communicate that completing the registration does not guarantee eligibility for benefits or services

• It should also explain the aspects of information disclosure

• Additionally, the form should be user-friendly, easy to understand, and quick to complete

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II. Intake and Registration

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➢What will be the assessment criteria?

• A double-axis approach to assess the needs of the applicants will be deployed

Socioeconomic Vulnerability - Poverty Scorecard

• Score of the poverty scorecard will be assessed for each applicant's household

• Applicants who meet a pre-determined poverty threshold based on rural and urban areas will be considered for the benefit

Selection of Intervention Approach - Resource Envelope

• Implementation clusters can be selected based on the available budget for the intervention

• If budget constraints prevent nationwide implementation during the initial phase, a pilot programme can be introduced, focusing on specific clusters prioritising district-level poverty prevalence and climate vulnerability

• Resource surpluses or deficits can be used to adjust the number of targeted beneficiary households accordingly

III. Assessment of Needs

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69

Intervention areas

Cluster-1: Targeting

Nationally 64 Districts

Intervention areas

Cluster-2: Targeting

Poverty Prone 36

Districts

Intervention areas

Cluster-3: Targeting

Climate Vulnerable 34

Districts

➢ Among them, 24 districts

overlap, which are also poverty-

prone

Intervention areas

Cluster-4: Targeting Highly

Poverty Prone 11 Districts

➢ Among them, 7 districts are

climate vulnerable as well

III. Assessment of the Needs

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➢What will be the screening processes?

Three-Stage Validation

Household Visit

• Mobile teams will visit households to visually inspect housing and living conditions

• The visual condition of the housing and other relevant family circumstances will be documented and uploaded to the registry portal as evidence

Community-Based Screening

• A qualitative screening will be conducted to ensure that no more than 10% of households in the community disapprove of the list of eligible applicants

• If 10% or more of the community disapproves, the list will be revised

Disclosure and public hearing

• The list of selected applicants will be published at local government offices and on the programme’s website along with local committee will organise public hearings

• The list will remain publicly available for three months, allowing for objections in cases of perceived discrimination

Finalisation

• Once the list is finalised and deemed fair, the cash transfer process will commence

IV. Screening

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➢When to notify the applicants/beneficiaries?

Enrollment Notification

• All individuals should be informed of their enrollment status, whether they are accepted, waitlisted, or ineligible via SMS and phone call

• Eligible applicants will be guided through the onboarding process to ensure they understand what benefits they will receive, when and how they will receive them, their rights and responsibilities, where to go, how to access the system, how to file a grievance, contact information, and any next steps

• For those deemed ineligible, the notification will explain the reasons for ineligibility and provide instructions for filing appeals or complaints

Exit Notification

• Beneficiaries will be informed when they are exiting the programme via SMS and phone call

Advance Notification of Noncompliance

• Beneficiaries will be notified in case of any observed instances of noncompliance, allowing them to address the issues via SMS and phone call

V. Notification and Onboarding

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➢How to accomplish onboarding?

• Onboarding sessions can be carried out through in-person one-on-one meetings as well as group orientation sessions with eligible applicants

• During onboarding, additional information will be collected, including contact details, bank or e-wallet information, and signed consent forms

• Eligible beneficiaries will be clearly informed about the conditions they must meet to continue receiving benefits at this stage

V. Notification and Onboarding

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VI. Payment of Cash Benefit

➢What will be the payment instrument?

• The transfer will be provided digitally to a mobile money account

• The beneficiaries can withdraw their benefits from a nearby agent point

• Reasons for choosing MFS: o A G2P direct transfer initiative can eliminate the intermediaries improving the data security, discretion and

delay in payment transfer to beneficiary account and increasing financial inclusion o A mobile money account can be opened free of cost contrary to that of opening bank accounts o Has a convenient authentication system relative to the commercial banks’ E-KYC system o Has adequate agent points at the district and sub-district level across the country o Has previous experience in social safety net payments and o Has technology readiness to deal with the unbanked and unserved people

• In case eligible applicants find it difficult to use MFS, other channels including banks and post offices can also be used to receive transfer

In 2016, the UNDP’s pilot programme showed mobile money as the best method for social security cash transfers in Bangladesh, with higher satisfaction and lower costs and time compared to agent banking and postal cash cards

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➢How will the identity of the recipient be authenticated? Authentication Factors

• Something you know: • Password or PIN for the mobile money account

• Something you are: • Biometrics (fingerprint, face) linked to the National Identification (NID)

• Something you have: • Unique mobile phone number registered with the beneficiary’s NID

Linking NID to Mobile Money Accounts • National Identification (NID):

• Connects beneficiary ID information to their mobile money accounts • Mobile SIM :

• SIM number must be registered with the NID of the beneficiary • Options may be kept for beneficiaries to use post offices and bank accounts to receive payments

VI. Payment of Cash Benefit

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➢What will be the frequency of the payment and when will be paid?

• The payment will be provided once every month

• Payment will made during the last 10 working days of each month depending on the mobile number of the designated recipient

Staggered payments calendar

• Not all beneficiaries will receive their payments on the same day each month

• Payment dates will be scheduled based on the last digit of each beneficiary’s mobile SIM number

• Calendars will be posted well in advance and widely publicised

• This approach helps avoid excessive cash withdrawals on a single day, smoothing the influx of cash into the local economy

• It also enhances the safety of beneficiaries by keeping their payment dates confidential

VI. Payment of Cash Benefit

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Staggered payments calendar

Payment Dates Example

For example, in July:

➢SIM ending in 1: Payment on July 22

➢SIM ending in 2: Payment on July 23

➢SIM ending in 3: Payment on July 24

➢SIM ending in 4: Payment on July 25

➢SIM ending in 5: Payment on July 26

➢SIM ending in 6: Payment on July 27

➢SIM ending in 7: Payment on July 28

➢SIM ending in 8: Payment on July 29

➢SIM ending in 9: Payment on July 30

➢SIM ending in 0: Payment on July 31

VI. Payment of Cash Benefit

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➢How will the payment reconciliation proceed?

• The reconciliation process allows the successful transfer of funds to beneficiaries

• It is necessary to ensure the amounts paid match the entitled amounts

Automated Confirmation System

• Beneficiaries may receive an automated call after withdrawing the cash, prompting them to press an OTP number (e.g., “Press 1 to confirm receipt”) for confirmation of the receipt of the benefit

• Once the beneficiary confirms receiving the payment datestamped details of cash withdrawal must be uploaded to the Financial Service Provider (FSP) database and the website of the programme

Regular Reconciliation and Follow-Up Calls

• The program may undertake monthly follow-up calls or visits to randomly verify with beneficiaries that they have received the full amount of funds without any deductions

• An independent audit agency will conduct periodic reviews of complaints and issues reported to maintain transparency and highlight recurring issues with particular mobile money operators

VI. Payment of Cash Benefit

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➢Who will pay the service charges for cash transfers and cash withdrawals?

• The beneficiaries will not be burdened with the cashout fee

• An additional cash-out fee may be introduced to motivate the FSP to ensure beneficiaries withdraw their payments promptly or within a set timeframe (this approach was used during the implementation of Bangladesh’s Income Support Program for the Poorest (ISPP) with the Bangladesh Post)

• The cost of cash out might also be shared between the responsible ministry and the FSP (in 2021, for several SSN allowances, the government covered BDT 7 of each cashout charge with bKash bearing the remaining cost)

A structured Service Level Agreement (SLA) between the government and the Payment Service Provider (FSP)

• The agreement should clearly outline the modalities, a standard service fee, types and number of payment points, timelines, and other provisions for payment delivery

• Contracts should detail data privacy, protection, and security measures, as well as the technical specifications of databases and information flows

• The responsible ministry should collaborate with the FSP to establish mechanisms for grievance redress and methods to inform and educate beneficiaries about reporting any issue

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VI. Payment of Cash Benefit

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Grievance Redress System

• The GRS will include toll-free hotlines, SMS, online portals, mobile apps, and social media platforms for beneficiaries to report concerns or suspicious activities

• The district and upazila level administration offices’ complaint boxes can also be used

• All grievance channels will be integrated with the Integrated Management Information System IMIS

• This means all grievance data, including those from manual and informal channels, will be stored in a centralised database for comprehensive tracking

• Union Digital Centers (UDCs) will facilitate electronic grievance filing, provide tracking numbers, and monitor progress

• Every complainant must receive a tracking number after submitting their report to confirm it is logged in the central system and to track it in the IMIS

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VII. Monitoring and Grievance Redress 3.3. Delivering UBI in Bangladesh

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Grievance Redress System

• Designated personnel will investigate complaints by verifying information with IMIS, the local committee, MFS operator, and other ministries

• Once resolved, the outcome will be communicated to the complainant and relevant stakeholders

• If unsatisfied, beneficiaries can appeal but the central ministry’s decision will be final and binding after reviewing

• All steps will have set deadlines to ensure timely resolution of cases

• Technical professionals must be appointed for handling system maintenance

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Integrated Management Information System (IMIS)

• The system will be vital for monitoring and grievance redress

• It will be centrally operational, requiring coordination and data input from local committees, MFS+ operators, and other ministries for record-keeping

• The internal dashboard will provide records of

• All registrants (basic information, details from the poverty scorecard and evidence documents from the screening stage

• Payment disbursement and receipt information, and payment reconciliation data

• Real-time tracking of grievance redress status, display assigned officer details

• Additionally, it will issue reminders as deadlines approach

• The external dashboard will provide public access to the

• List of registrants and eligible individuals

• Users can track case status with a unique tracking number and view aggregated data on grievances, including the number reported and resolved

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When to File Grievance?

Anyone can file a grievance at any point in time. In fact, the GRS mechanism should be highly encouraged. A grievance can be filed when-

• Errors in benefit amount or missed notifications

• Issues with program exclusion before registration or inclusion errors

• Delayed or missing payments

• Need for data corrections or updates on beneficiary information (e.g., address, contact details, family changes)

• Concerns regarding nepotism, bribery, or manipulation

• Appeals related to conditionality compliance and associated consequences

• Complaints about the grievance redress mechanism

• Suggestions or general feedback

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Monitoring Compliance with Conditionalities

➢What are the conditionalities?

• Beneficiaries cannot be enrolled in other social safety net programs, except for school stipends, agriculture-related support, disaster relief, and one-time national support

• Children in beneficiary households must not be subjected to early marriage

• A household can receive UBI a maximum of two times

• Beneficiary households must report changes in relevant information (e.g., contact details, number of children, death of the registered beneficiary) and provide supporting documents

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Monitoring Compliance with Conditionalities

• No Enrollment in Other SSNPs

o Beneficiary lists will be sent to relevant ministries

o Ministries will check their registries to ensure beneficiaries are not enrolled in other SSNPs

• No Early Marriage

o Beneficiaries must sign an anti-child early marriage agreement with penalties for false reporting

o Local Committee and local government entities will monitor early marriage

o A network of community informants (teachers, religious leaders, healthcare workers) will report cases

o Common people can also report through the Grievance Redress System (GRS)

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Monitoring Compliance with Conditionalities

➢When will the monitoring be conducted?

o First phase: Nine months after the initial payment

o Second phase: Eighteen months after the initial payment

➢What happens in case of non-compliance?

• The beneficiary will be notified about the evidence of non-compliance and the possibility of his eligibility being revoked

• Households can appeal if they believe there was an error or non-compliance was justified

• If the appeal is successful, the non-compliance record is canceled, and benefits continue as normal

• If not, the household will no longer remain eligible for the benefit

VII. Monitoring and Grievance Redress 3.3. Delivering UBI in Bangladesh

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• All beneficiary households will exit the programme two years after receiving their first payment, upon completing a full cycle of the programme

• After that the household may reapply

• However, each household will be eligible to receive benefits a maximum of two times

• Non-compliance with conditionalities will trigger an abrupt exit from the programme

• Beneficiaries will be notified when exiting is being considered

• If a beneficiary believes that exit consideration due to noncompliance is unfair, they may file an appeal

• The responsible ministry will review appeals, and its decision will be final and binding

• The household can go back to enrolling in other programmes once it exits from UBI

• Once a beneficiary household exits from the programme case outcome will be recorded

VIII. Exit

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• To evaluate the overall performance of the programme, key indicators such as the percentage of enrolled individuals in the poorest quintiles, the time and costs incurred by applicants and beneficiaries, the time taken to complete various stages, and the percentage of beneficiaries effectively monitored should be utilised, at different stages of implementation

• To evaluate the sustainability of the programme, funding sources, fiscal space, and the feasibility of scaling up should be thoroughly assessed

• To evaluate the impact on beneficiary households, their outcomes in areas such as income levels, health improvements, capacity development, and overall prosperity should be tracked

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Programme Evaluation 3.3. Delivering UBI in Bangladesh

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Citizens Local Committee MFS Operator Integrated Management

Information System &

Grievance Redress System

Central Committe

Outreach 2. Intitate outreach 1. Engages local actors and develops

website and social media platforms

Intake & Registration 3a. Fill out and submit the PSC

and documents

3b. Assist in

registration

4. Receives and manages data,

verifies NID and proof of residence

Assessment 5. Assess PSC and generates initial

eligibility list based on the rural-

urban threshold

13. Finalise eligibles

12. Receives appeal and reviews

data on concerned households and

updates eligibility list

Screening 6. Verifies eligibility

list and uploads

documented evidence

to the IMIS

7. Receives and stores verifying

evidence 8. Displays the eligibility list

Notifications & Onboarding 10. Checks status and gets

notified

15. Onboard the

selected beneficiaries

and collect additional

information

9. Notifies initial eligibility decision 14. Notifies final eligibility decision 23. Notifies of the exit trigger 26. Decide on the final exit decision

or continuation of the benefit and

notifies

Payment of Benefit 18. Claim and confirm receipt of

benefit

17. Verifies MFS account

and transfer fund

16. Reviews and sends the list of

eligibles to MFS

Monitoring & Grievance

Redress

11a. File appeal, track case status

challenging eligibility status

11b. Facilitates

electronic grievance

filing

21b. Accounts for payment

related grievance

21a. Checks with MFS to redress

payment related grievance

19b. Makes monthly calls to confirm

payment receipt 22. Periodically cross-checks data to

ensure compliance20. File grievance, track case status if payment is missed or delayed

19a. Conduct random visits to confirm beneficiaries received full funds

25. Reviews appeal against exit

decision, records outcome after exit 24. File appeal, track case status

challenging the exit decision 88

Delivery Chain Process Mapping

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UBI Delivery Action Plan - A Calendar Task name Duration Implementing actor Task detail

Outreach One month

(January)

Central Committee 1. Sensitising and mobilising local committee, developing website

and social media platforms Local Committee 2. Conducting outreach campaign

Intake and Registration One month

(February)

Local Committee 3. Conducting registration and uploading information to the IMIS

IMIS 4. Receiving information and cross checking NID

Assessment of Need 15 days

(1-15 March)

IMIS 5. Generating initial eligibility list from PSC

Screening 45 days

(16 March – 30 April)

Local Committee 6. Verifying and documenting evidence on information given on PSC

and residency for intial eligibles IMIS 7. Receiving and storing verifying evidence

8. Disclosing the eligibility list available for scrutiny

Notification 7 days

(1-7 May)

Central Committee 9. Sending notification to all applicants informing eligibility status

and publishing the list

Grievance filing (eligibility)

3 Weeks

By end of May

Applicants 10. Filing eligibility grievance

Grievance redress (eligibility) 15 days

(By 15 June)

IMIS 11.Coordinating with other actors to re-review eligibility Central Commitee 12. Finalising eligibility list

Notification & Onboarding

15 Days

(By end of June)

Central Commitee 13. Notification of final eligibility, paymet schedule and others Local Committee 14. Collecting bank information, communicating payment

mechanism and conditionalities

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Task name Duration Implementing actor Task detail

Payment of Benefit 15 days

(16-31 July)

Central Committe 15. Sends the list of eligility to payment service providers

MFS+ 16. Verifies payment account details and transfer fund

Beneficiaries 17. Claim and confirm receipt of benefit

Grievance redress (payment) 15 days

(1-15 August)

Local Committee, IMIS,

MFS+

18. Address payment related grievance

Monitoring Continuous IMIS, Local Committee,

Third party auditor

19. Overseeing conditionality compliance, payment reconciliation, and

overall service delivery

Grievance redress (overall) Within 15 days

of submission

Local Committee, IMIS,

MFS+

20. Redressing grievances related to eligibility, payment, and overall

service delivery

Exit Central Committee 21. Notifying beneficiaries if noncompliance is suspected

IMIS, Local Committee 22. Reviewing appeal against exit decision

Central Committee 23. Making the final exit decision

IMIS 24. Recording outcome for beneficiaries after exit

Programme Evaluation 30 days Central Committee, Local Committee, MFS+

25. Evaluating the overall performance of the programme

implementation including the sustainability of the programme and

impact on beneficiary households

UBI Delivery Action Plan - A Calendar

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4. Unveiling the Potential of UBI- Macroeconomic & Household Level Impact

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1. Percentage Point Reduction in the CBN Poverty Rate ➢ To estimate the impact of the cash transfer programme, the per capita cash transfer amount is

added to the per capita consumption expenditure of households below the PSC threshold. The updated figures are then assessed to analyse the reduction in the CBN poverty headcount ratio

➢ Assumption: The entire cash transfer provided through the partial basic income programme will be utilised for household consumption

➢ Outcome: The percentage point reduction in the CBN poverty rate

Intervention Area Percentage Point(s) Reduction in CBN Poverty Rate

Urban Rural National

National 1.85% 8.14% 6.13% Poverty Prone 36 Districts 0.90% 5.04% 3.72%

Climate Vulnerable 34 Districts 0.95% 4.07% 3.07%

Highly Poverty Prone 11 Districts 0.40% 1.95% 1.46%

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2. Change in Consumption Inequality

Consumption Gini Coefficient

Before implementing any Intervention (HIES 2022)

0.340

Adopting the intervention Nationally (64 Districts)

0.316 Adopting the intervention in Poverty Prone 36 Districts

0.325

Adopting the intervention in Climate Vulnerable 34 Districts

0.329 Adopting the intervention in Poverty Prone 11 Districts

0.335

4. Unveiling the Potential of UBI- Macroeconomic & Household Level Impact

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3. Impact of Unconditional Cash Transfers on Education

Benazir Income Support Programme (Pakistan): Two years after receiving BISP cash transfers, children were 69 percentage points more likely to enroll in school and 40 percentage points more likely to advance a grade. Boys' enrolment increased by 79 percentage points and girls by 64 percentage points. Dropout rates for boys dropped by 49 percentage points, while girls' dropout rates rose by 57 percentage points (Awaworyi Churchill et al., 2021)

Social Cash Transfer Program (Malawi): The programme led to a 5- percentage point increase in school enrolment, a $3.53 rise in annual educational spending per child, and one fewer absence day per month compared to non-recipients. Among children aged 6–18, enrolment was 91% in intervention households compared to 83% in comparison households, with absences dropping from three days per month to one (Miller & Tsoka, 2012)

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4. Impact of Unconditional Cash Transfers on Health

Social Protection Programme (Nigeria): Cash transfers enhanced nutrition, with beneficiaries three times more likely to report no hunger and a 20% increase in food diversity. Children under five were twice as likely to have three daily meals, while women beneficiaries achieved four times greater dietary diversity (Eluwa et al., 2023)

Forecast-based Financing (Bangladesh): Anticipatory cash distribution in Bogra during the 2017 floods improved food quality and regularity, reduced high-interest loans, and eased psychosocial stress. It likely prevented asset sales compared to other affected households (Gros et al., 2019)

Social Cash Transfer Pilot Programme (Ethiopia): The SCTPP enhanced food security, reducing the food gap by 0.50 months overall. Caloric availability rose by 94 kcal per adult in 2012 and 158 kcal in 2014, a 3.6% and 6.0% increase compared to non-beneficiaries. Diet quality improved by 13.4% in 2012 and 11.7% in 2014, as measured by the Dietary Diversity Index (Berhane et al., 2015)

Bhattacharya et al. (2024): Assessing Viability of Universal Basic Income in Bangladesh

4. Unveiling the Potential of UBI- Macroeconomic & Household Level Impact

5. Towards Operationalising UBI in Bangladesh- Outlook and Challenges

96 Bhattacharya et al. (2024): Assessing Viability of Universal Basic Income in Bangladesh

97

• Our study embarked on an ambitious journey to address three pivotal dimensions-

▪ Developing a concept of UBI tailored to Bangladesh

➢A concept of UBI is placed for consideration, advocating for a partial basic income model given to households

▪ Determining the scope of UBI for Bangladesh

➢The scope, introducing a cutting-edge selection process that goes beyond income metrics to assess broader social factors has been proposed

▪ Delivering a feasible UBI model for implementation

➢A model framework for delivering UBI is prepared which can also guide for future social protection reforms in Bangladesh

5. Towards Operationalising UBI in Bangladesh- Outlook and Challenges

Bhattacharya et al. (2024): Assessing Viability of Universal Basic Income in Bangladesh

98

• The proposed model is not without its challenges, but addressing these is contingent on our commitment and strategic intent.

• The primary obstacles to implementing the program are outlined below, along with strategies to mitigate them

▪ Limited Fiscal Capacity

o Implementing a UBI program requires substantial financial resources, which may strain Bangladesh's fiscal capacity

o High costs and administrative expenses pose significant challenges

➢The model recommends a gradual scaling-up approach that ensures resource allocation grows in tandem with the government's financial ability

➢Furthermore, the donor community, international development partners, and other friends of Bangladesh can chip in to carry out the cost of the administrative support

➢ Innovative taxation may be considered to generate resources for this programme

5. Towards Operationalising UBI in Bangladesh- Outlook and Challenges

Bhattacharya et al. (2024): Assessing Viability of Universal Basic Income in Bangladesh

99

▪ Engaging Relevant Stakeholders

o Coordinating diverse stakeholders—beneficiaries, local committees, Mobile Financial Services (MFS) operators, the Integrated Management Information System, and relevant ministries and ensuring all are fulfilling their responsibilities with due diligence—can be complex

o Ensuring transparency and accountability demands eliminating personal biases and safeguarding against corruption

➢Key implementation tasks, such as needs assessments and beneficiary screening, will involve local CSOs and NGOs, while central offices of the involved CSOs may be accountable for maintaining transparency

➢To prevent undue political influence or biases, the implementation of poverty score card and strong GRS will need to be ensured

5. Towards Operationalising UBI in Bangladesh- Outlook and Challenges

Bhattacharya et al. (2024): Assessing Viability of Universal Basic Income in Bangladesh

100

➢Technological Issues

o Technological barriers include challenges with mobile network coverage in remote areas affecting outreach, uptake and payment collection in hard-to-reach areas

o Digital record-keeping can be challenging when internet connection is not stabilized which is the case in many remote areas

➢To address these issues, investment in digital infrastructure is essential, including enhancing mobile network systems in underserved regions

➢Capacity-building programs should train local administrators and stakeholders in digital payment systems and record-keeping processes to ensure the robustness of the system

➢Special emphasis should be given in monitoring those of the intended population with access barriers

5. Towards Operationalising UBI in Bangladesh- Outlook and Challenges

Bhattacharya et al. (2024): Assessing Viability of Universal Basic Income in Bangladesh

101

➢Moral Hazard

o Concerns exist that UBI may distort the labour market and reduce female workforce participation

➢To mitigate these concerns, the program will be time-bound, allowing households to receive benefits only twice

➢This limited duration aims to reduce dependency while providing transitional support

➢Available literature suggests this concern may not be empirically of high importance

5. Towards Operationalising UBI in Bangladesh- Outlook and Challenges

Bhattacharya et al. (2024): Assessing Viability of Universal Basic Income in Bangladesh

102

➢Political Buy-In

o The political economy of implementing UBI necessitates a thorough look on who stands to gain and who might lose

o Hence securing political support for UBI is crucial yet difficult

o Political leaders may raise concerns about fund distribution across their respective districts

o Additionally, local leaders may attempt to exercise discretionary power

o Private sector resistance may arise if higher corporate taxes are needed to fund the programme

➢Clear guidelines should limit discretionary power, ensuring equitable distribution through a transparent, centralised system

➢The economic benefits of transferring to the poor, for example, as they tend to spend on domestically manufactured goods the local economy stimulates- should be highlighted

5. Towards Operationalising UBI in Bangladesh- Outlook and Challenges

Bhattacharya et al. (2024): Assessing Viability of Universal Basic Income in Bangladesh

103

➢Is It Possible to Materialise the Vision of UBI? ➢Technically? Definitely possible! The infrastructure for implementing UBI exists and is

achievable with existing resources

➢Technologically? Possible! Advancements in digital payment systems and data management make UBI delivery feasible

➢Institutionally? That remains a question. Breaking through the existing institutional inertia will demand unwavering goodwill and commitment from all stakeholders involved

5. Towards Operationalising UBI in Bangladesh- Outlook and Challenges

Bhattacharya et al. (2024): Assessing Viability of Universal Basic Income in Bangladesh

104

SSNP Challenge How UBI Addresses the Challenge

Alarming Levels of Inclusion and

Exclusion Error

Aan alternative approach to targeting, a publicly available

beneficiary roster in UBI will enhance transparency,

reducing discretionary influence and potential corruption

Rural Bias in SSNPs

UBI will use an on-demand registration model, allowing

both urban and rural households to apply online or at

nearby UDCs

Inequitable Coverage for the Poorest

UBI will prioritise areas with high poverty rates and

geographic vulnerability, ensuring more equitable

resource distribution

Low and Stagnant Benefit Levels

UBI will provide a transfer amount equivalent to 25% of

household income, significantly boosting support for poor

households

5. Towards Operationalising UBI in Bangladesh- Outlook and Challenges

Bhattacharya et al. (2024): Assessing Viability of Universal Basic Income in Bangladesh

SSNP Challenge How UBI Addresses the Challenge

Faulty Beneficiary Selection Process UBI will use a non-consumption and non-income

assessment approach, reducing subjective selection biases

Underspending on Programmes for

Children & Working Age

UBI will consider entire household needs, ensuring no

demographic group is overlooked

Monitoring Lapses and Fund

Discrepancies

UBI will incorporate a robust monitoring and grievance

redress mechanism and clearly define local

responsibilities

Delay in Transfer

UBI will streamline processes, reduce the number of

actors involved, and establish defined roles to minimise

transfer delays

105

5. Towards Operationalising UBI in Bangladesh- Outlook and Challenges

Bhattacharya et al. (2024): Assessing Viability of Universal Basic Income in Bangladesh

106

SSNP Challenge How UBI Addresses the Challenge

High Travel and Visit Costs

UBI will utilise Mobile Financial Services (MFS) for

payments, and all information (eligibility,

grievance feedback) can be accessed digitally

No Exit Strategy

UBI introduces a defined exit strategy, ensuring

benefits are time-bound and recipients comply

with specific conditions

5. Towards Operationalising UBI in Bangladesh- Outlook and Challenges

Bhattacharya et al. (2024): Assessing Viability of Universal Basic Income in Bangladesh

Thank You

To know more about CPD scan here

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Search 2 keywords found: guaranteed income

State Bank of India (SBI), the country’s largest public sector lender, offers its 400-day special FD scheme in which customers get a maximum interest of up to 7.60 per cent.

Special FD Scheme: By investing in Fixed Deposit (FD), customers get guaranteed income after a certain period. If you are also thinking of earning bumper profits by investing for short term in the near future, then this news is of your use. Actually, the country’s largest public sector lender State Bank of India (SBI) offers its 400 days special FD scheme in which customers get maximum interest up to 7.60 percent. The name of this popular scheme is SBI Amrit Kalash. Let us tell you that once again seeing the popularity of this scheme, the bank has now extended its deadline till March 31, 2025.

The deadline of the scheme had to be extended several times

Let us tell you that the bank launched the SBI Amrit Kalash scheme for the first time on 12 April 2023. At this time the bank had fixed its deadline as June 30, 2023. After this it was extended to December 31, 2023. Once again, seeing its popularity, the bank extended its deadline to March 31, 2024. Despite this, seeing the popularity of this scheme not decreasing, the bank had to extend its deadline to September 30, 2024. Now customers can invest in this scheme till March 31, 2025.

This scheme gives up to 7.60 percent interest

Let us tell you that SBI Amrit Kalash is a 400-day special FD scheme in which general customers get up to 7.10 percent interest on investing. On the other hand, senior citizen customers get 50 basis points more i.e. up to 7.60 percent interest on investing in this scheme. Let us tell you that under this scheme, customers can deposit a maximum amount of Rs 2 crore.

This is how an account is opened in this scheme

To invest in SBI Amrit Kalash FD scheme, customers can go to any branch near them. For this, you will need Aadhaar card, PAN card, passport size photo, mobile number and email ID as your documents. After this, you will get a form for this scheme from the bank, after filling which your account will be opened.

Indian Railways has given good news to the railway passengers of three states. According to the information received, 48 trains running for Rajasthan, Delhi and Haryana will now run regularly.

Indian Railways has announced good news for the railway passengers of Rajasthan, Delhi and Haryana. Now those traveling to these states will get to travel regularly in 48 special trains. According to Captain Shashi Kiran, Chief Public Relations Officer of North Western Railway, from January 1, 2025, the following 48 special trains will now be operated with regular train numbers.

According to the information received from the Railways, train number 04969, Delhi-Bhiwani special train service will be operated by regular train number 54005, Delhi-Bhiwani, train number 04489, Rohtak-Hansi special train service, regular train number 54011 Rohtak-Hansi, train number 04490, Hansi-Rohtak special train service, regular train number 54012, Hansi-Rohtak train service.

Similarly, train number 04975, Rohtak-Bhiwani special train service will be operated by regular train number 54013, Rohtak-Bhiwani, train number 04978, Bhiwani-Rohtak special train service will be operated by regular train number 54014, Bhiwani-Rohtak, train number 04977, Rohtak-Bhiwani special train service will be operated by regular train number 54015, Rohtak-Bhiwani, train number 04962, Bhiwani-Rohtak special train service will be operated by regular train number 54016, Bhiwani-Rohtak train service.

Similarly, train number 04974, Bhiwani-Rohtak special train service regular train number 54018, Bhiwani-Rohtak, train number 04979, Rewari-Rohtak special train service regular train number 54019, Rewari-Rohtak, train number 04980, Rohtak-Rewari special train service regular train number 54020, Rohtak-Rewari, train number 04083, Jind-Hisar special train service regular train number 54043, Jind-Hisar, train number 04084, Hisar-Jind special train service regular train number 54044, Hisar-Jind regular train service will be operated.

Train number 04433, Delhi-Rewari special train service, train number 54085, Delhi-Rewari, train number 04434, Rewari-Delhi special train service, train number 54086, Rewari-Delhi, train number 04435, Rewari-Meerut Cantt special train service, train number 54411, Rewari-Meerut Cantt, train number 04285, Delhi-Rewari special train service, train number 54413, Delhi-Rewari, train number 04990, Rewari-Delhi special train service, train number 54414, Rewari-Delhi train service, train number 04283, Delhi-Rewari special train service, train number 54417, Delhi-Rewari will be operated with regular train service.

Train number 04286, Rewari-Delhi special train service will be operated with regular train number 54420, Rewari-Delhi train service. Train number 04989, Delhi-Rewari special train service will be operated with regular train number 54421, Delhi-Rewari train service. Train number 04089, New Delhi-Hisar special train service will be operated with regular train number 54423, New Delhi-Hisar train service. Train number 04090, Hisar-New Delhi special train service will be operated with regular train number 54424, Hisar-New Delhi train service.

Similarly, train number 04499, Delhi-Rewari special train service will be operated with regular train number 74001, Delhi-Rewari train service. Train number 04500, Rewari-Delhi special train service will be operated with regular train number 74002, Rewari-Delhi train service. Train number 04470, Delhi-Rewari special train service will be operated with regular train number 74003, Delhi-Rewari train service. Train number 04469, Rewari-Delhi special train service will be operated with regular train number 74004, Rewari-Delhi train service.

Train number 04487, Rohtak-Hansi special train service will be operated with regular train number 74013, Rohtak-Hansi train service. Train number 04488, Hansi-Rohtak special train service will be operated with regular train number 74014, Hansi-Rohtak train service. Train number 04093, Rewari-Jind special train service will be operated with regular train number 74015, Rewari-Jind train service. Train number 04094, Jind-Rewari special train service will be operated with regular train number 74016, Jind-Rewari train service.

Train number 04097, Rewari-Rohtak special train service will be operated with regular train number 74017, Rewari-Rohtak train service. Train number 04098, Rohtak-Rewari special train service will be operated with regular train number 74018, Rohtak-Rewari train service. Train number 04743, Hisar-Ludhiana special train service will be operated with regular train number 54603, Hisar-Ludhiana train service.

Train number 04744, Ludhiana-Churu special train service will be operated with regular train number 54604, Ludhiana-Churu train service. Train number 04745, Churu-Ludhiana special train service will be operated with regular train number 54605, Churu-Ludhiana train service. Train number 04746, Ludhiana-Hisar special train service will be operated with regular train number 54606, Ludhiana-Hisar train service.

Train number 04571, Bhiwani-Dhuri special train service will be operated with regular train number 54631, Bhiwani-Dhuri train service. Train number 04572, Dhuri-Sirsa special train service will be operated with regular train number 54632, Dhuri-Sirsa train service. Train number 04573, Sirsa-Ludhiana special train service will be operated with regular train number 54633, Sirsa-Ludhiana train service.

Train number 04574, Ludhiana-Bhiwani special train service will be operated with regular train number 54634, Ludhiana-Bhiwani train service. Whereas train number 04575, Hisar-Ludhiana special train service will be operated with regular train number 54635, Hisar-Ludhiana train service. Train number 04576, Ludhiana-Hisar special train service will be operated with regular train number 54636, Ludhiana-Hisar train service.

Similarly, train number 04351, Delhi-Hisar special train service will be operated with regular train number 54309, Delhi-Hisar train service. While train number 04352, Hisar-Delhi special train service will be operated with regular train number 54310, Hisar-Delhi train service. Train number 04367, Rewari-Hisar special train service will be operated with regular train number 54315, Rewari-Hisar train service.

Train number 04368, Hisar-Rewari special train service will be operated with regular train number 54316, Hisar-Rewari train service. Train number 05835, Mandsaur-Udaipur City special train service will be operated with regular train number 59835, Mandsaur-Udaipur City train service. Train number 05836, Udaipur City-Mandsaur special train service will be operated with regular train number 59836, Udaipur City-Mandsaur train service.

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Search 2 keywords found: employment,services,manufactur

HTS Engineering Ltd. is the largest independent commercial HVAC manufacturers’ rep in North America, with 20 locations in the US and Canada. HTS has a vibrant look and brand promise -- one that reflects our company-wide commitment to ensure the individual success of all those involved in a project’s HVAC system selection, design, purchase, installation and maintenance including our employees, suppliers, customers and end users.

Review and evaluate invitations to bid, plans, and specifications to analyze project needs and understand scope of work, contract drawings and specifications.
Attend pre-bid meetings and conduct site visits, to verify existing conditions that inform your cost estimate for the project.

Provide clear and detailed cost estimates and quantity take offs from controls drawings or points lists. Create cost estimates consisting of materials, purchased equipment, and labor to assist in bidding or determining the project price for renovations, retrofits, new installations, upgrades, and change orders. Produce cost estimates for a project based on project plans and discussions with clients and engineers. Assemble accurate and well-organized cost estimates and provide narratives for in scope items, exclusions, and clarifications for inclusion in proposals.
Stay up to date on product, supply, and subcontractor prices to ensure accurate estimates.
Develop and maintain unit pricing and cost estimating database for material, labor and other costs associated with data for products, vendors, and subcontractors.
Conduct research to determine needs for personnel, materials, and other factors which affect costs. Formulate cost break downs to include costs associated with material and all labor categories from estimates as well as for cost breakdown for project progress detailing.
Meet with potential clients to discuss options for ongoing proposed services.
Organize vendor and subcontractor quotations, negotiate pricing while ensuring quotes meet contract documents and requirements.

Must have a thorough understanding and ability to read construction documents, including specifications, schematics, change orders, and submittals.
Experience interacting with subcontractors and other vendors to solicit proposals.

HTS provides equal employment opportunities to all employees and applicants for employment and prohibits discrimination and harassment of any type without regard to race, color, religion, age, sex, national origin, disability status, genetics, protected veteran status, sexual orientation, gender identity or expression, or any other characteristic protected by laws.

Other details

• Pay Type Salary

Apply Now

• Austin, TX, USA

Click here to view original web page at builtin.com

Search 2 keywords found: employment,consumption,services,manufactur,technology,software,technical

The Role

The Sr Analyst in IT Quality Control at Cardinal Health is responsible for analyzing and inspecting IT products and processes for compliance. Duties include test case design, defect reporting, working across IT teams, and conducting audits while applying Agile methodologies and BDD frameworks.

Summary Generated by Built In

Sr Analyst, IT Quality Control

About Us:

Headquartered in Dublin, Ohio, Cardinal Health, Inc. (NYSE: CAH) is a distributor of pharmaceuticals, a global manufacturer and distributor of medical and laboratory products, and a provider of performance and data solutions for healthcare facilities.

We are a crucial link between the clinical and operational sides of healthcare, delivering end‑to‑end solutions and data‑driving insights that advance healthcare and improve lives every day. With deep partnerships, diverse perspectives and innovative digital solutions, we build connections across the continuum of care.

With more than 50 years of experience, we seize the opportunity to address healthcare's most complicated challenges now, and in the future.

With approximately 48,000 employees across several countries and Fiscal 2023 revenues of $205 billion, Cardinal Health ranks among the top 15 on the Fortune 500.

In Bangalore we have created an Innovation and Global Capability Centre (GCC) in 2021 as part of our Global Business Services (GBS) operating model that allows us to inhouse talent and scale that talent across our business in areas such as Enterprise IT, Commercial Technologies and Business Process Solutions. Our ambition is to build differentiated opportunities that allows our organization to advance rapidly to be healthcare’s most trusted partner.

What IT Quality Control contributes to Cardinal Health
Information Technology oversees the effective development, delivery, and operation of computing and information services. This function anticipates, plans, and delivers Information Technology solutions and strategies that enable operations and drive business value.
Quality Control analyzes and inspects Information Technology products and processes for compliance to internal and external specifications and standards. This job family collaborates with IT Project Management, Business Integration, and Application Development & Maintenance teams, among others, during implementation and integration projects to proactively identify compliance requirements and risks. Quality Control also conducts regular audits and develops and communicates new quality control procedures for the function.

Qualifications:

• 3+ years as a software automation tester with focus on Web automation testing
• BA, BS or equivalent experience in related field. Advance Degree preferred
• Bachelor’s degree in Electronics, Computer Science, Computer Engineering or a software-related discipline.

What is expected of you and others at this level

• Applies working knowledge in the application of concepts, principles and technical capabilities to perform varied tasks
• Works on projects of moderate scope and complexity
• Identifies possible solutions to a variety of technical problems and takes action to resolve
• Applies judgment within defined parameters
• Receives general guidance and may receive more detailed instruction on new projects
• Work reviewed for sound reasoning and accuracy

Mandatory Skills:

• Test case design, analyzing Test Results, Defect Reporting & Tracking on regular basis.
• Experience in all phases of the software development lifecycle applying best practices and Agile software development methodologies.
• Experience of working with different platforms Web applications and API (Android, iOS experience is a plus).
• Experience on BDD Framework
• Design & development skills in any high-level language.
• Ability to perform development of test automation by designing and writing automated test scripts based on defined test cases, including the definition of test data for consumption by scripts during test execution.
• Analyzing Test Results, Defect Reporting & Tracking on regular basis.
• Hands on experience with multiple scripting languages.
• Collaboratively work with various cross-functional teams across the globe.

Desired Skills:

• Exposure to Katalon
• Understanding of Non-Functional Testing.
• Structured and influential communicator: verbally, in written documentation and in presentations
• Experience of working with different platforms Mobile, Web applications and API
• Experience with Jenkins or other CI/CD pipeline tools is a plus

Candidates who are back-to-work, people with disabilities, without a college degree, and Veterans are encouraged to apply.

Cardinal Health supports an inclusive workplace that values diversity of thought, experience and background. We celebrate the power of our differences to create better solutions for our customers by ensuring employees can be their authentic selves each day. Cardinal Health is an Equal Opportunity/Affirmative Action employer. All qualified applicants will receive consideration for employment without regard to race, religion, color, national origin, ancestry, age, physical or mental disability, sex, sexual orientation, gender identity/expression, pregnancy, veteran status, marital status, creed, status with regard to public assistance, genetic status or any other status protected by federal, state or local law.

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Click here to view original web page at career.arizona.edu

Search 2 keywords found: employment,services,technology,software,technical

Senior Automation Analyst (Mental Health)

Mental Health Support Services

Hiring Range: $62,572 – $84,472

Deadline: 11:59 p.m. November 24, 2024

Who We Are:
Mental Health Support Services (MHSS) is the provider of mental health, developmental disabilities, and substance use disorder services for children and adults in Chesterfield County. We are currently seeking a Senior Automation Analyst to be a part of the MHSS Management Information Systems (MIS) team that provides technical and electronic health record (EHR) support to 600+ employees. Come join our team!

Minimum Qualifications:
Bachelor’s degree in information systems, computer science, business administration or a related field; three years of experience in the implementation and support of business information systems; or an equivalent combination of training and experience. Five years of related experience preferred. Experience working in a behavioral healthcare or related organization preferred. Experience maintaining, configuring, and troubleshooting electronic health record (EHR) software preferred.

Required Knowledge, Skills, and Abilities:
Considerable knowledge of concepts of microcomputer technology and related software; of principles of office automation systems. Ability to analyze difficult business problems for potential automation solutions; to lead and/or coordinate large automation projects; to document processes and procedures and develop training documentation; to troubleshoot and maintain computer hardware and software; to communicate effectively orally and in writing; to operate a personal computer and related software and other standard office equipment; to develop and maintain effective working relationships with internal and external customers; to supervise lower level technical and non-technical staff. Working knowledge of EHR software preferred. Working knowledge of HIPPA preferred.

Additional Requirements:
Pre-employment drug testing, FBI criminal background check, and education/degree verification required.

Duties

Duties include, but are not limited to the following:

• Assists with EHR system configuration and overall maintenance of EHR functionality used by MHSS staff;
• Develops, conducts and evaluates training in the use of computer systems and software for department staff;
• Participates in the research and evaluation of new and enhanced hardware and software products;
• Strategically aligns with internal and external customers to enhance overall deliverables;
• Develops custom reports and queries based on user’s needs and specifications;
• Keeps current on emerging technology trends, etc. through professional development; and
• Performs other work as required.

A Chesterfield County application is required and must be submitted online by deadline. Visit chesterfield.gov/careers to view instructions and to complete and submit an application. (804) 748-1551.

An Equal Opportunity Employer Committed to Workforce Diversity, Equity, and Inclusion

Click here to view original web page at fiveable.me

Search 2 keywords found: employment,productivity

from class:

Business Process Automation

Definition

Employee satisfaction refers to the level of contentment and happiness that employees feel regarding their jobs and work environment. It encompasses various factors such as job roles, work-life balance, compensation, relationships with colleagues, and the overall workplace culture. High employee satisfaction is often linked to increased productivity, lower turnover rates, and a positive organizational reputation.

congrats on reading the definition of employee satisfaction. now let's actually learn it.

5 Must Know Facts For Your Next Test

1. High employee satisfaction can lead to better organizational performance as satisfied employees are more motivated and engaged in their work.
2. Organizations that prioritize employee satisfaction often experience lower turnover rates, saving costs associated with recruiting and training new staff.
3. Employee satisfaction surveys are common tools used by organizations to assess how employees feel about their roles, work environment, and overall company culture.
4. Factors influencing employee satisfaction include competitive compensation, opportunities for growth and development, and a supportive work environment.
5. Companies with high levels of employee satisfaction tend to attract top talent more easily due to their positive reputation in the job market.

Review Questions

• How does employee satisfaction impact organizational performance?
  • Employee satisfaction plays a crucial role in organizational performance by fostering a motivated workforce that is more engaged in their tasks. When employees feel satisfied with their jobs, they are likely to produce higher quality work, collaborate better with their colleagues, and contribute positively to the overall workplace culture. This can lead to improved customer service, innovation, and ultimately better financial results for the organization.
• What are some common methods organizations use to measure employee satisfaction, and why are these methods important?
  • Organizations commonly use employee satisfaction surveys, one-on-one interviews, and focus groups to gauge how employees feel about various aspects of their jobs. These methods are important because they provide valuable insights into employee perceptions, identify areas for improvement, and help organizations make informed decisions regarding policies and practices that impact workforce morale. By understanding employee feedback, companies can take proactive steps to enhance satisfaction levels.
• Evaluate the relationship between employee satisfaction and employee turnover, considering factors that might influence both.
  • The relationship between employee satisfaction and employee turnover is often inversely proportional; as employee satisfaction increases, turnover tends to decrease. Factors such as competitive pay, opportunities for career advancement, and a healthy work environment significantly influence this relationship. When employees are satisfied with their roles and feel valued within the organization, they are less likely to seek employment elsewhere. Conversely, low satisfaction levels may lead to higher turnover rates as unhappy employees look for better opportunities in other companies.

Related terms

job engagement: Job engagement is the emotional commitment and enthusiasm that employees have towards their work, leading to higher levels of performance and productivity.

employee turnover: Employee turnover refers to the rate at which employees leave a company and need to be replaced, which can be costly and disruptive for organizations.

work-life balance: Work-life balance is the ability of employees to effectively manage their work responsibilities alongside personal and family life, contributing significantly to overall employee satisfaction.

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Search 2 keywords found: basic income

The Centre for Policy Dialogue (CPD) has proposed universal basic income (UBI) for Bangladesh as a promising tool to reduce poverty, empower citizens, and streamline social protection even within the constraints of the current fiscal framework.

The local think tank made the proposal at a seminar titled "Assessing the Viability of Universal Basic Income in Bangladesh: Target Population, Fiscal Requirements, and Institutional Challenges" in a city hotel on Sunday.

The proposal said the UBI would include a periodic, unconditional, and uniform cash payment system, offering financial security to all members of society.

Referring to several UBI schemes worldwide, the CPD said a partial one would be ideal for Bangladesh at the moment and could be more effective than the current social safety net programmes in alleviating poverty.

To ensure its effective implementation, the CPD recommended introducing a poverty scorecard as a reliable and cost-effective tool to assess poverty levels and identify target groups.

"The threshold of the scorecard will indicate households' susceptibility to poverty. Those scoring below the threshold are more vulnerable to poverty, while those above are not," said Towfiqul Islam Khan, a senior research fellow at the CPD, in his presentation.

He said the threshold would be determined by analysing various values in both urban and rural areas, aligning them to represent households that fall below the upper poverty line as defined by the Household Income and Expenditure Survey (HIES) 2022.

According to the CPD proposal, households in urban areas with a score below 48, and in rural areas below 52, would be eligible to receive allowances.

Speaking at the event, CPD Chairman Professor Rehman Sobhan said UBI had been discussed since the 1980s and it had taken 40 years to put the topic on the table in Bangladesh.

Describing the present time as unique, he said the head of the interim government, Dr Muhammad Yunus, had practically struggled his entire life to alleviate poverty.

"It is going to be Yunus among any leader, not just in Bangladesh but anywhere in the world, who would take a policy proposal on poverty seriously," he said.

The noted economist said it was not an academic paper just for discussion but was a serious policy proposition to be taken up for implementation.

The CPD chairman said the programme could be very innovative for poverty alleviation in Bangladesh. He urged the finance adviser to consider including this in the next budget.

BNP's National Standing Committee Member Amir Khasru Mahmud Chowdhury said any politician or party unable to uphold the new aspirations of the people following the July-August uprising would not sustain in politics.

He said the proposed UBI scheme matched people's aspirations, adding such a programme would help Bangladesh go ahead to become a welfare state.

Khasru said the BNP had planned to take universal healthcare as well as subsidised education at a higher level, which would make people spend more on welfare.

The senior politician termed the UBI a good programme, saying this could be taken up in coordination with other welfare schemes, including his party's proposed healthcare facilities. He said the BNP would examine the proposal and hold serious discussions.

Chairing the event, CPD's Distinguished Fellow Dr Debapriya Bhattacharya said Bangladesh now stood at a critical juncture, balancing democracy and development.

"In this pivotal moment, it is essential to articulate our aspirations and ambitions for the future," he said.

Debapriya, also the convenor of the Citizen's Platform for SDGs, Bangladesh, said he saw the programme as a rights-based approach where every citizen would have the right to have a minimum income.

He emphasised the vision of building a society where development would be inclusive as well as guaranteed for all and would include ensuring basic protection for the people and providing them with the minimum means of subsistence.

Such assurances, he noted, aligned with the promises enshrined in the constitution, which committed to ensuring social, economic, and human security for every citizen.

CPD's Distinguished Fellow Prof Mustafizur Rahman said now was the time to implement such programmes in Bangladesh where a government was in power as a consequence of an anti-discrimination movement.

Such a welfare programme was required if Bangladesh aspired to be a welfare state, said Mustafizur, also a core group member of Citizen's Platform for SDGs, Bangladesh.

Former Dhaka Chamber of Commerce and Industry (DCCI) president Rizwan Rahman said the tax-to-GDP ratio was typically between 20 and 25 per cent, or at least above 10 per cent, in countries implementing UBI.

In contrast, Bangladesh had only managed to increase its tax-to-GDP ratio by 1.2 percentage points over the past 17 years, reflecting a slow growth in this critical metric, he noted.

"This shows our growth in terms of numbers is quite low, and admittedly, we have also been misled by certain figures," he remarked.

Despite the availability of various models, Rizwan questioned the feasibility of implementing UBI in Bangladesh in light of the current tax-to-GDP ratio. He warned of potential resistance from some quarters, as the initiative would require replacing the existing transfer programmes.

While acknowledging the need to ensure the current social protection schemes' efficiency, he expressed doubts about the government's readiness to roll out a UBI programme in the current volatile economic and political climate.

He said any implementation should adopt a public-private partnership (PPP) model for better effectiveness. He also proposed the interim government initiate a pilot UBI project, saying a full-scale programme should be executed by an elected government.

The business leader emphasised that corruption, which he described as a pervasive virus, remained a significant challenge. However, he expressed optimism, stating that eliminating corruption would make implementing UBI feasible. Additionally, he stressed digitisation would be instrumental in ensuring transparency and efficiency in such programmes.

Chair of the taskforce on re-strategising the economy and mobilising resources for equitable and sustainable development Dr KAS Murshid said UBI was apparently attractive and matched the aspirations of the existing socio-political environment.

He said the interim government was now taking up programmes that were like the low-hanging fruit and actionable in a short period. He further said he did not favour scraping the previous welfare programme-related income transfers.

Central Coordinator of Ganosamhati Andolon Zonayed Saki said, "While only 2.4 million people pay taxes, over 10 million hold credit cards. This highlights a significant disparity, indicating a substantial segment of the population is not contributing to the tax system."

Aneeka Rahman, senior social protection economist at the World Bank; Iole Valentina Lucchese, attaché - programme manager of social protection of the European Union delegation to Bangladesh; and Nargis Khanam, additional secretary to the Ministry of Social Welfare; spoke as distinguished discussants.

[email protected]

Click here to view original web page at builtin.com

Search 2 keywords found: employment,consumer,services,manufactur,technology,software,technical

The Role

The Automation and Controls Engineering Manager will lead a team in developing and implementing IIoT solutions, optimize production processes, and manage the automation infrastructure. Responsibilities include defining the technology roadmap, evaluating external technology trends, and collaborating with vendors for coordinated implementation.

Summary Generated by Built In

If you are currently employed at Smithfield, please log into Workday and submit your application through the Jobs Hub.

A great job-and a great future-awaits you at Smithfield Foods. We are an American food company with a leading position in packaged meats and fresh pork products. We’re looking for motivated people who want to join our team and grow lasting and meaningful careers with us. Apply Now!

Your Opportunity

Our team members receive industry-competitive salaries and are eligible for great benefits packages:

• Competitive Pay

• Annual Bonus Earning Potential

• Comprehensive Health Insurance, Retirement Benefits and More

• Education benefit available to full and part time Smithfield team members on their first day of employment.

Open to moving? We will help! Ask about our Relocation Assistance packages!

In addition, we offer opportunities for career growth, professional development, and tuition assistance.

As part of our Engineering team, you would analyze data, draft implementation plans for production process optimization. Seeking out ways to maximize efficiencies by eliminating the waste of valuable resources that directly impact our overall operating costs. You are instrumental to the manufacturing of Smithfield, Eckrich, Nathan’s Famous, and our other product brands, to meet the needs of our customers and consumers.

The Automation and Controls Engineering Manager will be responsible for helping define and update the long-term technology roadmap of the company and leading a talented group of engineers across hardware and software disciplines to develop and design automation solutions. This role will be responsible for developing, implementing and managing the Industrial Internet of Things (IIoT) within our existing and future operations. This leader will influence and direct the overall assessment, maintenance, and upgrading of the current automation and control infrastructure. The Automation and Controls Engineering Manager will combine fundamental controls and process engineering knowledge with recent advances in automation, delivering creative solutions that solve real-world manufacturing problems. This person will work to locate external emerging and novel technologies and vet their performance to solve business needs.

Core Responsibilities

• Develops and implements the manufacturing vision, strategy/technology roadmap that supports the convergence of Industrial Internet of Things (IIoT)

• Drives the right technology choices for automation and presents the technology roadmap for both immediate and long-term growth.

• Combines deep process engineering understanding and machine learning capability to create scalable controls and manufacturing solutions.

• Takes the business problems and derives to a technology solution that may encompass one or more products and services, ensuring it aligns with business objectives and fits into the technology roadmap of the organization.

• Monitors and evaluates external technology trends that could impact the company. Conducts research and case studies on leading edge automation technologies and makes determinations on the probability of implementation.

• Responsible for the development of the standard software and hardware architecture(s) for all automation projects and will work with multiple teams for coordinated implementation.

• Partner externally with food processing equipment vendors, universities, technical consulting individuals/companies to create and prove new systems and technologies.

The above statements are intended to describe the general nature and level of work being performed by people assigned to this job. They are not intended to be an exhaustive list of all responsibilities, duties, and skills required of personnel so classified. May perform other duties as assigned.

Qualifications

To perform this job successfully, an individual must be able to perform each essential duty satisfactorily. The requirements listed below are representative of the knowledge, skill, and/or ability required. Reasonable accommodations may be made to enable individuals to perform the essential functions.

• Bachelor’s Degree from an accredited four-year college or university in Engineering or related field and 5+ years of relevant experience in manufacturing industries with a strong focus on automation and controls design; or equivalent combination of education and experience, required.

• 2+ years of demonstrated experience in team management/development or project leadership is required.

• Experience in development of distributed, networked control systems, especially Industrial Internet of Things (IIoT) solutions

• Lean or six sigma experience (green or black belt certified preferred)

• Knowledge of engineering principles and techniques related to food processing and the meat industry, preferred.

• Ability to apply sound engineering principles to operational and design issues.

• Excellent written and verbal communication skills, organizational planning, teamwork, analytical reasoning and adaptability.

• Must be able to travel up to 50% of the time.

• Ability to work well with others in fast paced, dynamic environment.

• Ability to be respectful, approachable and team oriented while building strong working relationships and a positive work environment.

Supervisory Responsibilities

• Provides leadership, guidance and training to Engineering professionals

• Carries out supervisory responsibilities in accordance with the organization's policies and applicable laws.

• Responsibilities include interviewing, hiring, and training employees; planning, assigning, and directing work; appraising performance; rewarding and disciplining employees; addressing complaints and assisting in providing appropriate resolutions.

Work Environment & Physical Demands

The work environment characteristics described here are representative of those an employee encounters while performing the essential functions of this job. Reasonable accommodations may be made to enable individuals with disabilities to perform the essential functions.

• The majority of the time is spent in an office setting outside of the production plant . The plant environment will include wet or humid conditions (non-weather related), extreme cold and heat (non-weather related), working near moving mechanical parts, exposure to fumes or airborne particles, and chemicals.

• Noise level in the work environment is usually moderate but can be loud when in the production area.

IndSPR-M/E

EEO/AA Information

Smithfield is an equal opportunity employer committed to workplace diversity. All qualified applicants will receive consideration for employment without regard to race, color, religion, sex, sexual orientation, national origin, age, gender identity, protected veterans status, status as a disabled individual or any other protected group status or non-job characteristic as directed by law.

If you are an individual with a disability and would like to request a reasonable accommodation for any part of the employment selection process, please call us at 757-357-1595.

Click here to view original web page at www.careersincyber.com

Search 2 keywords found: employment,software

About Us:

SentinelOne is defining the future of cybersecurity through our XDR platform that automatically prevents, detects, and responds to threats in real-time. Singularity XDR ingests data and leverages our patented AI models to deliver autonomous protection. With SentinelOne, organizations gain full transparency into everything happening across the network at machine speed - to defeat every attack, at every stage of the threat lifecycle.

We are a values-driven team where names are known, results are rewarded, and friendships are formed. Trust, accountability, relentlessness, ingenuity, and OneSentinel define the pillars of our collaborative and unified global culture. We're looking for people that will drive team success and collaboration across SentinelOne. If you're enthusiastic about innovative approaches to problem-solving, we would love to speak with you about joining our team!

What are we looking for?

We are seeking a detail-oriented and highly skilled QA Automation Engineer / Senior Software Engineer in Test to join our dynamic team. Your role will involve ensuring the quality and reliability of our software products through rigorous automated testing, continuous integration, and continuous deployment (CI/CD) processes.

Your work will be vital in enhancing our flagship Cloud Security productline - capable of security cloud environments & assets from DEV to PROD, from buildtime to runtime; and maintaining the performance of our high-scale product. Our solution operates across multiple clouds and regions, handling billions of events daily from tens of millions of endpoints we protect globally, including 4 of the Fortune 10 and hundreds of Global 2000 companies.
What will you do?

• Develop, maintain, and execute automated test scripts using Python and Pytest.
• Design and implement automated testing frameworks and strategies.
• Collaborate with development, DevOps, and product teams to ensure seamless integration and deployment.
• Utilize Docker for containerization to create consistent testing environments.
• Manage and execute tests in cloud environments including AWS, GCP, and Azure; and orchestration via Kubernetes.
• Identify, document, and track defects and issues, working closely with developers for resolution.
• Continuously enhance test strategies to improve coverage, efficiency, and effectiveness.
• Perform code reviews and ensure adherence to best practices in testing and automation.
• Stay updated with the latest industry trends and advancements in QA automation and cloud technologies.

What skills & knowledge should you bring?

• Bachelor's degree in Computer Science, Engineering, or a related field.
• Proven experience in developing QA automation using Python and Pytest (or similar programming languages such as Java).
• Familiarity with Docker for containerization and creating isolated testing environments.
• Hands-on experience with cloud platforms (AWS, GCP, Azure).
• Familiarity with CI/CD tools such as Jenkins, Git, ArgoCD, GitHubActions, or GitLab.
• Strong understanding of software testing principles, methodologies, and best practices.
• Excellent problem-solving skills and attention to detail.
• Ability to work independently and collaboratively in a fast-paced environment.
• Strong communication skills, both verbal and written.

Why us?

You will be joining a cutting-edge company, where you will tackle extraordinary challenges and work with the very best in the industry.
What we offer you

Salary from 3500 EUR/month.
Yearly % bonus depending on the performance of the company, paid out in 2 installments.
*The final base salary component can be increased accordingly to individual skills and experience of the selected candidate.

On top of that you may look forward to:

• Flexible working hours & Full remote within Slovakia; optional membership in major co-working spaces; in Czechia we also have offices in Prague or Brno
• Generous employee stock plan in the form of RSUs (restricted stock units) grant not options; 4 years vesting with 1 year cliff and then quarterly
• Meal Allowance (maximum value of the employer's contribution per day: €4.29)
• Wellbeing Allowance (€120/month)
• Flexible Time Off (on top of the standard 5 weeks of vacation)
• Flexible Paid Sick Days
• Fully Paid Short Term Sick/Short Term Nursing Leave
• Global gender-neutral Parental Leave (16 weeks, beyond the leave provided by the local laws) & Grandparent Leave
• Volunteering paid day off & Additional paid Company holidays off (e.g. 4 days in 2022)
• Pension insurance contribution
• Premium Life Insurance covered by S1
• Global Employee Assistance Program (confidential counseling related to both personal and work life matters), Wellness Coach:Mind Body Sleep app company access (sessions, audiobooks, classes, private coaching etc.)
• High-end MacBook or Windows laptop, Home-office-setup gear & on top of that additional WFH Allowance
• LinkedIn Learning platform for Hard/Soft skills Training, internal mentoring 'MentorOne' & Support for your further educational activities/trainings
• Above-standard referral bonus
• Optional company events for those who like to meet outside of work too - mostly in Czechia expensed as business trip (sport, BBQ, charity etc.)
• DEI&B programs that promote employee resource groups like SentinelWIN (Women Inclusion Network), Blk@S1, Latinos@S1, Pan-Asian@S1, Out@S1 (LGBTQIA+) and Sentinels Who Served

SentinelOne is proud to be an Equal Employment Opportunity and Affirmative Action employer. We do not discriminate based upon race, religion, color, national origin, gender (including pregnancy, childbirth, or related medical conditions), sexual orientation, gender identity, gender expression, age, status as a protected veteran, status as an individual with a disability, or other applicable legally protected characteristics.

SentinelOne participates in the E-Verify Program for all U.S. based roles.

Click here to view original web page at abc11.com

Search 2 keywords found: services

Sen. Bill Hagerty, R-Tenn., a prominent ally of Donald Trump, said voters don't care who conducts background checks into the president-elect's Cabinet picks and that Trump would fire members of his administration who don't follow the policy he sets out.

In an interview with "This Week" co-anchor Jonathan Karl, Hagerty lambasted the records of some of President Joe Biden's Cabinet members and insisted that Trump will command compliance from top members of his upcoming administration.

Name-checking Secretary of State Antony Blinken and Defense Secretary Lloyd Austin for the bloody withdrawal of U.S. troops from Afghanistan, Hagerty said, "They've not been held to account."

"President Trump will fire people that don't do their job well. I fully expect everybody coming into the Cabinet will listen to President Trump. They'll let him set the policy, and they'll execute according to that plan."

Trump has moved at a rapid pace to flesh out his Cabinet, including picking Fox News host and Army veteran Pete Hegseth to lead the Pentagon, former Rep. Tulsi Gabbard, D-Hawaii to be director of national intelligence and Robert F. Kennedy Jr., to lead the Department of Health and Human Services.

Trump also tapped former Florida Attorney General Pam Bondi to head the Justice Department after former Rep. Matt Gaetz, R-Fla., withdrew from consideration amid a tumultuous sexual misconduct investigation in the House Ethics Committee.

Hagerty said Trump hopes to have his Cabinet nominees swiftly confirmed, telling Karl that Trump "clearly expects to hit the ground running" and "wants us to have these hearings done quickly and expeditiously."

However, others besides Gaetz have been hit with scandal.

Kennedy has been a prominent vaccine skeptic and supported abortion access, riling anti-abortion groups allied with Trump. Gabbard has blamed the U.S. and NATO for Russia's invasion of Ukraine and met with Syrian dictator Bashar al-Assad. And Hegseth is mired in a sexual misconduct controversy over payments to a woman who alleges he assaulted her at a conference.

With Gaetz out of the running, the spotlight has mostly shifted to Hegseth, who has also ruffled feathers by saying that he doesn't agree that women should serve in combat roles in the military.

Hagerty praised Hegseth and insisted that the Trump transition team has thoroughly vetted all of its candidates -- but that he isn't concerned with who does a formal background check on them before the confirmation process formally begins.

"Don't let these allegations distract us. What we need is real significant change. The Pentagon has been more focused on pronouns than they have lethality the past four years. We need to get back to business, and I think Pete is just the person to do it," Hagerty said.

"The transition team has been working for months to prepare for this. I'm certain that there was significant vetting that has taken place, it has for every candidate," Hagerty added.

FBI background checks have been standard practice for nominees requiring Senate confirmation, but the Trump transition team has yet to sign the necessary agreements to allow such screenings to occur.

However, while some Republican senators have said they'd like to see an FBI background check done on Hegseth, Hagerty said, "I don't think the American public cares who does the background checks. What the American public cares about is to see the mandate that they voted in delivered upon."

Hagerty also said that he supports the use of recess appointments -- allowing Trump to temporarily put Cabinet picks in office while Congress is out of session -- though he did demur when pressed by Karl over whether Trump would do so if the person lacked sufficient Republican support to be confirmed in the Senate.

"I haven't spoken with President Trump about the specific plans. What he wants to do is see these appointments made quickly. He wants to see us get through the confirmation process. And again, I think everything should be on the table," he said.

Report a correction or typo

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Click here to view original web page at spacecrew.com

Search 2 keywords found: employment,manufactur,technology,software

Job description

ABOUT ROCKET LAB

Rocket Lab is a global leader in launch and space systems. The rockets and satellites we build and launch enable some of the most ambitious and vital space missions globally, supporting scientific exploration, Earth observation and missions to combat climate change, national security, and exciting new technology demonstrations. Our Electron rocket has provided reliable access to orbit since 2018, becoming one of the most frequently launched rockets in the world. Neutron will be our next rocket on the launch pad, an advanced 13-tonne payload class, reusable rocket to launch the mega constellations of the future. Our space systems business includes our extensive line of satellites and components that have enabled more than 1,700 missions including the James Webb Space Telescope, NASA Psyche Mission, Artemis I, Mars Ingenuity helicopter, and more.

Join our pioneering team and launch your career to new heights!

WHAT YOU'LL GET TO DO:

As part of the Production Automation team you will work with a supportive, international team of software developers with diverse engineering backgrounds.
A typical day consists of collaborating with avionics and manufacturing engineers to develop, improve and support software-applications to functionally test spacecraft-components and systems for our launch vehicles (Electron, Neutron) and Space-System programs. You will work closely with our stakeholders during both the development phase of new components and when those components move to a production line. Our team is involved in the test rig bring-up process and rig maintenance and assists the engineering teams with evaluating test result data.
We're after developers willing to take on new challenges. Even if you don't have our tech stack fully covered, we'd still want to hear from you!

YOU'LL BRING THESE QUALIFICATIONS:

• Proficient in English
• Tertiary Diploma, Certificate or degree in Software-/Electrical-/Mechatronics-Engineering, Computer Science or demonstrated equivalent level of knowledge.
• Minimum of 3 years experience within a software engineering related discipline
• Experience working with source control and issue trackers (e.g. git, jira, redmine)
• Proven ability to adapt and learn new skills

DESIRABLE SKILLS:

• Experience with Python, C++ or similar
• Comfortable working in a Linux development environment
• Experience working with different interfaces/protocols (e.g. TCP/UDP, serial, CAN)

THESE QUALIFICATIONS WOULD BE NICE TO HAVE:

• Experience with embedded systems
• Experience/Interest in basic electronics
• UI/UX development experience
• Experience in a manufacturing/production environment
• Experience using Qt, PyQt

If the above sounds like you, apply now!

ROCKET LAB EMPLOYEE BENEFITS:

• The opportunity to work on innovative and ground breaking technology
• Additional parental leave entitlements
• Relocation support and visa sponsorship
• An employee stock purchase program
• Access to world leading experts to develop your career
• Unlimited barista coffee, fruit, snacks and ice cream
• Rocket Lab merchandise - T-shirts, mission patches etc.
• Discounted health insurance with Southern Cross
• A vibrant team culture with social activities throughout the year

WHAT TO EXPECT

We’re on a mission to unlock the potential of space to improve life on Earth, but that’s not an easy task. It takes hard work, determination, relentless innovation, teamwork, grit, and an unwavering commitment to achieving what others often deem impossible. Our people out-think, out-work and out-pace. We pride ourselves on having each other’s backs, checking our egos at the door, and rolling up our sleeves on all tasks big and small. We thrive under pressure, work to tight deadlines, and our focus is always on how we can deliver, rather than dwelling on the challenges that stand in the way.

Important information:

FOR CANDIDATES SEEKING TO WORK IN US OFFICES ONLY:

To conform to U.S. Government space technology export regulations, including the International Traffic in Arms Regulations (ITAR), Rocket Lab Employees must be a U.S. citizen, lawful U.S. permanent resident (i.e., current Green Card holder), or lawfully admitted into the U.S. as a refugee or granted asylum, or be eligible to obtain the required authorizations from the U.S. Department of State and/or the U.S. Department of Commerce, as applicable. Learn more about ITAR here.

Rocket Lab provides equal employment opportunities to all employees and applicants for employment and prohibits discrimination and harassment of any type without regard to race, color, religion, age, sex, national origin, disability status, genetics, protected veteran status, sexual orientation, gender identity or expression, or any other characteristic protected by federal, state or local laws. This policy applies to all terms and conditions of employment at Rocket Lab, including recruiting, hiring, placement, promotion, termination, layoff, recall, transfer, leaves of absence, compensation and training.

Applicants requiring a reasonable accommodation for the application/interview process for a job in the United States should contact Giulia Johnson at g.biow@rocketlabusa.com.This dedicated resource is intended solely to assist job seekers with disabilities whose disability prevents them from being able to apply/interview. Only messages left for this purpose will be considered. A response to your request may take up to two business days.

FOR CANDIDATES SEEKING TO WORK IN NEW ZEALAND OFFICES ONLY:

For security reasons background checks will be undertaken prior to any employment offers being made to an applicant. These checks will include nationality checks as it is a requirement of this position that you be eligible to access equipment and data regulated by the United States' International Traffic in Arms Regulations.

Under these Regulations, you may be ineligible for this role if you do not hold citizenship of Australia, Japan, New Zealand, Switzerland, the European Union or a country that is part of NATO, or if you hold ineligible dual citizenship or nationality. For more information on these Regulations, click here ITAR Regulations.

Click here to view original web page at techbullion.com

Search 2 keywords found: productivity,technology

In an era where cloud computing underpins nearly every aspect of modern enterprise operations, efficiency and security remain paramount challenges. For years, organizations struggled with user provisioning processes—tasks critical for onboarding employees and managing system access. These processes were often manual, time-consuming, and prone to errors, creating vulnerabilities and inefficiencies. This was the environment in which Atul Gupta’s innovative user provisioning automation system emerged, redefining how Fortune 500 companies and global enterprises approach cloud security and efficiency.

The Problem: An Industry-Wide Bottleneck

User provisioning—the process of creating, managing, and disabling user accounts—has long been a thorn in the side of enterprises. “Organizations relied heavily on manual methods to handle user access, which introduced risks at every stage,” explains Atul Gupta, a Salesforce DevSecOps expert and architect of this groundbreaking solution. Errors in manual provisioning led to system downtime, compliance failures, and even security breaches, particularly in industries handling sensitive data like finance, healthcare, and retail.

Global enterprises managing thousands of users across geographies faced an even steeper challenge: maintaining consistency and security while onboarding users across multiple platforms and systems. As Gupta describes, “The inefficiencies compounded with scale, costing organizations time, money, and peace of mind.”

The Innovation: A Scalable Automation Framework

Gupta’s solution, a scalable user provisioning automation system, addressed these challenges head-on. Developed as part of a broader initiative to streamline cloud operations, the system leveraged advanced algorithms and integration protocols to eliminate redundancies and reduce manual intervention by 30%. The framework was designed to be flexible, adaptable to various industries, and capable of handling the complexities of multinational operations.

“At its core, the system is about simplifying complexity,” Gupta says. “By automating repetitive tasks, we free up valuable human resources and reduce the risk of errors, all while ensuring compliance with global standards.”

The innovation’s modular design allowed enterprises to customize the framework for their unique needs. Whether managing financial data or securing patient records, organizations could deploy the system to meet stringent security and operational requirements. Gupta’s creation quickly became a benchmark for efficient and secure cloud operations.

Industry Adoption and Impact

The adoption of Gupta’s system extended far beyond its initial deployment. Major global enterprises, including several Fortune 500 companies across finance, healthcare, telecommunications, and retail, integrated the automation framework into their operations. The benefits were immediate and measurable. Deployment cycles were shortened, compliance scores improved, and the overall risk of security breaches was significantly reduced.

One multinational corporation reported a 40% decrease in provisioning time, leading to faster onboarding and increased productivity across its workforce. Another client in the financial sector highlighted how the system enhanced compliance with stringent regulatory frameworks, averting potential fines and reputational damage.

“What makes this innovation stand out is its universal applicability,” says Gupta. “We designed it to address fundamental inefficiencies, and it’s gratifying to see organizations worldwide benefiting from the solution.”

A Broader Shift in Industry Standards

Beyond individual organizations, Gupta’s system has influenced industry best practices. Automation in user provisioning is now seen as a baseline requirement for enterprises looking to optimize their cloud operations. Gupta’s presentations at leading conferences have drawn attention to the importance of integrating automation with security protocols, shaping conversations on the future of cloud engineering.

“The system didn’t just solve a problem—it set a new standard,” Gupta remarks. His work has been cited in industry publications, and his methods have been emulated by other developers seeking to replicate his success.

Looking Ahead: The Future of Cloud Automation

As cloud environments grow more complex, Gupta sees his innovation as a foundation for further advancements. “We’re only scratching the surface of what’s possible,” he says. He envisions a future where automation frameworks are integrated with artificial intelligence, enabling predictive provisioning and real-time security monitoring.

Gupta’s work underscores a larger trend in enterprise technology: the push for solutions that are not only efficient but also adaptable to the evolving needs of global organizations. His automation framework is a reminder of how one well-conceived innovation can ripple across industries, reshaping practices and raising expectations.

Conclusion

Atul Gupta’s user provisioning automation system has disrupted the global cloud landscape, setting a new benchmark for efficiency and security. By addressing longstanding challenges with a scalable, adaptable solution, Gupta has left an indelible mark on the industry. As enterprises continue to adopt and build on his work, the system’s influence will undoubtedly shape the future of cloud technology for years to come.

Click here to view original web page at www.indiatodayne.in

Search 2 keywords found: employment,technical

Among the many facets of economy that the COVID pandemic upended, one is the labour income share, which caters to the larger section of society by measuring the total income earned by employed people by working. This, clubbed with the capital income, which is the income earned by employers, asset holders etc., makes the national income. The International Labour Organization (ILO) observes in their World Employment and Social Outlook: September 2024 Update, that global labour income share has been on a descent for a long time, aggravated by the pandemic a few years back, and now with the emergence of artificial intelligence-led transformations across sectors.

In their study spanning 36 countries, data shows technological advancements as key drivers of declines in the labour income share. The correlation between technological innovations such as artificial intelligence regulates the income share ratios. It has a significant bearing on the percentage of youth not in employment, education, or training (NEET). Although ILO observes a modest decline of 0.9 per cent in global youth NEET incidences, from 21.3 per cent in 2015 to 20.4 per cent in 2024, in country-wise distribution, it has greater implications.

ILO’s 2022 report highlighted the surge in digital economy with an estimated 6.4 million added jobs by 2030 for youths. In a likely scenario, such jobs will seek advanced levels of technical proficiency from the youths and centre around urban areas, shading an almost null for rural areas. In India, 29.1 per cent of youths with a graduate degree are unemployed (2024 reports) as opposed to 3.4 per cent unemployed youths who do not have a formal education – a significant nine times gap. On the other hand, young women with a graduate degree have a higher unemployment rate at 34.5 per cent than young men at 26.4 per cent even with same levels of qualifications.

The India Employment Report 2024 also notes that women constitute a significantly higher rate in the youth NEET category (48.4 per cent) than men (9.8 per cent). Most of the women cater to the out-of-labour force category and continue to be marginalized in labor income share. The overall trend of unemployment in India is higher among youths aged 25–29 at 39.1 per cent.

The youth NEET problem for India correlates to the inconsistency in higher education ratios. Although the educational profiles of youths are on a steady rise, a significant 42 per cent of youths record less than a secondary level of education. It makes the scenario grimmer with less educated youths not being able to absorb new skills to match technological advancements. The promises of the New Education Policy to focus more on vocational as well as technical education are brighter on paper than in implementation as the nation continues to struggle with a widening urban-rural divide and gender gap.

There is a concerning trend of skills mismatch among youths seeking employment on top of labor market segmentation and regional differences. With AI and automation taking charge, aligning only with traditional domains or streams of education may not sail the ship longer, as evident from the demand-skill gap. Youths with less practical knowledge on a core area may be less eligible for a job that has AI advantage. The labor market segmentation across social groups and gender makes it harder for the youths to get through the job market. The India

Employment Report 2024 affirms that the underdeveloped states in the eastern, northern and central regions lag behind the southern and western states in terms of decent employment conditions for youth workers. This puts the needle on the northeastern states as well where geographical oddities and technological challenges aggravate the job prospects for the youths. Even with the current trend of entrepreneurship growth in the northeastern states, the failing digital infrastructures and transport woes pull the pace of growth to a great extent.

Concentrated actions to upskill youths as per the demands of the evolving economy are the need of the hour. Efforts are to be expedited industry level as well to increase their involvement in trainings and digital infrastructure development. Although many higher educational institutes, including the IITs, IIMs, and IISc, have introduced various industry-first upskilling courses for youths and professionals, the awareness and rural reach are not at par. For the northeastern states, reforms in the traditional streams of education are also paramount as the regions grapple with challenges graver than most other states.

Click here to view original web page at www.jomfruland.net

Search 2 keywords found: employment,consumer,services,technology,software

Warren Buffett, the legendary CEO of Berkshire Hathaway, is known for his cautious investment strategy, steering clear of fleeting market trends. Yet, his firm’s portfolio includes companies making bold strides with artificial intelligence.

Domino’s: Crafting Pizzas with Predictive Smarts

Domino’s Pizza, forming 0.2% of Berkshire’s investments, is revolutionizing fast food with AI. It optimizes efficiency by engaging AI to predict orders even before customers complete their requests, ensuring pizzas are prepared quickly. Enhanced by Microsoft’s Azure OpenAI, Domino’s streamlines in-store operations like inventory management, allowing managers to focus more on customer service.

Amazon’s AI Revolution: More Than Just Cloud Services

Amazon holds 0.7% of the Berkshire portfolio, and its focus on AI is nothing short of transformative. The company’s AWS platform is leading a three-tier AI strategy comprising infrastructure, software, and large language models. Its AI-driven growth is substantially outpacing its initial cloud computing push, promising robust returns despite Buffett’s late entry into Amazon stocks.

Coca-Cola: Fizzing with AI Innovations

A stalwart 8.4% of Berkshire’s portfolio, Coca-Cola is infusing AI into its marketing and product development. The soda giant’s futuristic Y3000 flavor showcases AI’s capability in capturing consumer insights, setting new frontiers for taste innovation.

Apple: An AI-Driven Future Despite Sales

With a notable stake of 23.1%, Apple is harnessing AI advancements as it integrates Apple Intelligence across its devices. Despite recent portfolio reductions, Apple’s potential AI-driven growth suggests long-term benefits, aligning with Buffett’s strategic foresight.

These strategic AI engagements underscore Berkshire’s nuanced approach, blending traditional prudence with contemporary innovations for potential future gains.

Warren Buffett’s Unexpected Moves: How AI Innovations Could Reshape His Portfolio

Warren Buffett’s investment philosophy has traditionally eschewed trendy tech investments in favor of stable, long-term bets. However, as we delve deeper into some unexpected moves within his portfolio, we find a fascinating interplay between cautious investing and embracing AI-driven innovation. This dynamic raises several important questions about the future of Buffett’s investments and the broader implications of AI.

Key Questions and Their Answers

1. How is AI Changing the Landscape of Buffett’s Portfolio Companies?

AI is revolutionizing sectors that once seemed immune to technological upheaval. Domino’s Pizza uses AI not just for operational efficiency but also to enhance customer experience by predicting orders. Similarly, Amazon’s AI initiatives are redefining its service offerings and could be pivotal in maintaining its competitive edge. Coca-Cola is leveraging AI to innovate in marketing and product development, even creating AI-inspired flavors to capture future market trends.

2. What Challenges Does AI Adoption Pose for These Companies?

The integration of AI introduces several challenges:
– Data Privacy and Security: AI systems require vast amounts of data, but handling this data responsibly is critical to maintaining consumer trust.
– Employment Concerns: Automation through AI may lead to workforce redundancies, affecting economic stability in some sectors.

3. How Does AI Adoption Align with Buffett’s Traditional Investment Strategies?

Traditionally, Buffett has favored companies with durable competitive advantages and strong management. The shift towards AI reflects a strategic adaptation, recognizing that embracing technological innovation can sustain and even enhance competitive longevity.

Advantages and Disadvantages of AI for Buffett’s Portfolio

Advantages:
– Efficiency and Cost Savings: AI can streamline operations, reduce waste, and improve customer service.
– Predictive Analytics: Offers insights that could lead to better product development and marketing strategies.
– Competitive Edge: Companies integrating AI are likely positioned better to compete in an increasingly digital marketplace.

Disadvantages:
– Initial Investment Costs: Implementing AI technologies can require substantial upfront investment.
– Regulatory and Ethical Issues: Constantly evolving regulations around AI pose compliance challenges.
– Potential Job Losses: Increased automation can lead to job displacement in certain sectors.

Challenges and Controversies in AI Investments

– Ethical Concerns: As AI becomes more pervasive, ethical dilemmas in decision-making processes are surfacing. Questions about the role of AI in surveillance, data privacy, and autonomous decision-making are increasingly controversial.
– Market Volatility: AI-driven companies can be subject to higher volatility as market expectations and tech advancements fluctuate rapidly.

For readers interested in following these evolving discussions or diving deeper into the principles behind Buffett’s decisions, authoritative resources like Berkshire Hathaway’s official site provide comprehensive insights and updates.

As Buffett carefully navigates these AI-infused waters, the balance between maintaining his time-tested investment principles and adopting cutting-edge technology will likely define a new chapter in Berkshire Hathaway’s storied history.

Zoe Bennett is a seasoned financial writer focusing on topics such as the stock exchange, shares, and investing. She holds an MBA in Finance from Fairfield College, where she honed her expertise in financial analysis and developed an in-depth understanding of global markets. Her professional journey began at prestigious investment firm, Hathway Securities, where she excelled as a financial analyst. Over the years, her keen analytical skills and insightful interpretations have resulted in astute predictions and advice, appreciated by both novice investors and seasoned traders. Zoe synthesizes complex financial concepts into engaging, easy-to-understand articles, delivering value to her readers. Her commitment to providing actionable, reliable financial information has made her a respected voice in the sector.

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A flexible work app that connects businesses with hourly workers.

Bengaluru, Karnataka, India

Full-time

Apply now

About Instawork

Instawork is the on-demand staffing app for hospitality gigs. We quickly and reliably match businesses with nearby qualified workers. We’re excited to enable our Professionals, a new generation of the emerging, diverse workforce, to be a part of the growing gig economy.

We’ve been fortunate to be funded by some of the greatest investors in Silicon Valley: Benchmark (Bill Gurley), Y Combinator, SV Angel, Crunchfund, Steve Chen (co-founder of YouTube), Mike Vernal (VP of Product at Facebook), among many more.

About the role

At Instawork, we’re driven by our vision to create economic opportunity for local businesses and skilled hourly professionals in communities around the world. With a growing number of hub cities across the world in the U.S., Canada, India, and beyond, we’re looking for top talent to help rapidly scale our high-tech and high-touch labor marketplace. Our accomplished and dedicated team is passionate about our mission and committed to crafting revolutionary products, all with the backing of our world-class investors, including Benchmark, Spark Capital, Craft Ventures, Greylock Capital, Y Combinator, and more!

We have an immediate opening for a “Lead - QA Automation Engineer ”, with a proven track record of success to join our rapidly growing team in the Bangalore Office. As a Hands-On QA Automation Lead, you will play a pivotal role in coordinating and contributing to the activities of the engineering pod and delivering successful feature releases. You will be writing new tests, developing new architectures and bringing a culture of innovation and technical depth into the team. You’ll lead exciting side projects, advancing the frontiers of QA automation with AI, and work alongside a highly agile team to test products, platforms, and third-party SDKs—all in a single day. As the foremost technical leader, you will also manage and mentor a team of skilled QA engineers, ensuring that new features are thoroughly tested and delivered on schedule, meet our quality standards, and contribute to ongoing improvements.

What You'll Do:

• Team Leadership: Lead, mentor, and inspire a team of talented QA engineers, fostering a culture of collaboration, continuous learning, and innovation.
• Technical Expertise: Implement automation tests across both Web and Mobile (IOS & Android). We are willing to train people who have no mobile automation experience but have strong programming skills and web automation experience.
• Hands-On Involvement: Must be hands-on and coding 70% of time with strong QA engineering fundamentals.
• Manual Testing: Create efficient test plans and maintain the test case repository as our product grows in functionality. Test new features that have not yet been automated by performing Black Box and White Box testing
• Project Management: Oversee the planning, execution, and releases of various features ensuring adherence to timelines and quality standards.
• Resource Allocation: Allocate resources effectively, balancing workloads among team members and optimizing productivity.
• Recruiting experience (sourcing, interviewing, offering, etc) is ideal
• Performance Evaluation: Conduct regular performance assessments, providing feedback, and identifying areas for professional development for individual team members.
• Cross-Functional Collaboration: Collaborate with other departments (e.g. engineering, product management, design, operations) to ensure smooth and efficient project delivery.
• Process Improvement: Identify opportunities for process optimization and implement best practices to enhance automation workflows.
• Technical Documentation: Ensure comprehensive and accurate documentation of QA engineering processes, methodologies, and technical implementations.
• Stay Updated: Keep abreast of industry trends, technological advancements, and best practices to drive innovation within the QA team and the company.

Who You Are:

• 8+ years experience with UI Automation testing tools. Bonus for Mobile automation (iOS/Android) experience using Appium and Selenium.
• 2+ years as Tech lead or Team manager. Demonstrated ability to mentor and develop team members, fostering a culture of continuous improvement.
• BS or MS in Computer Science or related field.
• Programming experience in Python + Javascript or similar language
• You’re a top automation engineer, capable of producing large amounts of code quickly. You contribute to open source projects and are seen as the team's most knowledgeable engineer.
• Eager to learn about new trends and technologies, and excited to introduce innovative ideas to QA automation using AI.
• Experience working in agile, fast-paced environments and familiar with CI/CD processes.
• Self-motivated, especially with respect to learning new software tools and best practices in software quality assurance.
• Startup mentality: self-starter, proactive, flexible.
• Effective communication and interpersonal skills, with the ability to collaborate with cross-functional teams.

Why Explore a career at Instawork

Everyone at Instawork works across the stack. You'll have the opportunity to work backend systems at scale, build frontend user experiences, and work with Product & Business to make the product meaningful.

We work hard and we work fast. We err on the side of being bold and embrace + celebrate failure, because we'd rather make bets on great features at the expense of shipping some bad ones.

Perks

Free snacks • Health Insurance • Personal Insurance • Flexible Hours • Maternity/Paternity Leave • Broadband Reimbursement • Home Office Setup Allowance

Our Values

Bias for Action -- We are a growing team and an evolving product. We want a team of do’ers to drive the company forward, even if it means making decisions with incomplete information or being wrong.

Act Like an Owner -- Treat this company as though it is your own. Execute on the fundamentals, and act creatively to drive growth. Your ability to drive impact in any part of our company is only limited by your courage and conviction, not your job title.

Always Be Learning -- We are changing an entire industry. We strive to learn from each other and get better each day, week, and month, so that our team’s learnings can compound and we can all improve, together.

Empathy, Trust, Candor -- Empathy for our business partners and professionals means we put ourselves in their shoes. Empathy for our colleagues means we are always upfront and honest with each other, which comes from trust.

About Instawork

Founded in 2016,Instawork is the leading flexible work app for local, hourly professionals. Its digital marketplace connects thousands of businesses and more than five million workers, filling a critical role in local economies. Instawork has been featured on CBS News, the Wall Street Journal, The Washington Post, Associated Press, and more. In 2022, Instawork was ranked among the country’s top 10% of fastest-growing companies by Inc. 5000 and was included in the Forbes Next Billion Dollar Startup list. Instawork was also named the 2022 ACE Award recipient for “Best Innovation” and one of the “Best Business Apps” by Business Insider. Instawork helps businesses in the food & beverage, hospitality, and warehouse/logistics industries fill temporary and permanent job opportunities in more than 25 markets across the U.S. and Canada.

For more information visit www.instawork.com

We value diversity on our team and firmly believe Instawork is stronger when we hire people who make their own unique contributions to our culture. We welcome all applicants and encourage candidates from underrepresented backgrounds to apply.

To learn more about our company values, please visit: https://info.instawork.com/about

Personnel Privacy Policy

Technology

Django, React, React Native, AWS, Neo4J

https://engineering.instawork.com/

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While automated hubs in Asia and Europe attract more trade, ports in the US and Canada are mired in inefficiency and recurring labour disputes

Globalised trade, the lifeblood of modern economies, is here to stay. Yet, as international commerce expands, the world’s ports face an unavoidable challenge: their physical and operational limits. Shorelines suitable for deepwater facilities are finite.

Expansions, such as Vancouver’s Roberts Bank Terminal 2 – built on reclaimed land in a river estuary – highlight the immense effort and expense required to increase port capacity. Even if new terminals and rail connections materialised overnight, constraints on available space make the existing ports indispensable, bestowing extraordinary leverage upon port workers.

This sway, however, has come at a cost. Labour action has secured significant gains for workers but left third parties – farmers, miners, manufacturers and consumers – to shoulder the burden of such disruptions.

In 2014, a protracted stand-off between the International Longshore and Warehouse Union (ILWU) and US West Coast terminal operators left billions of dollars worth of goods in limbo, paralysing trade for months.

Last year, British Columbia port workers froze operations at Vancouver and Prince Rupert during a 13-day strike, affecting shipments also worth billions of dollars. More recently, strikes from Maine to Texas on America’s East and Gulf coasts further underscored the fragility of a system reliant on human labour at critical junctures.

Meanwhile, ports like Singapore and Rotterdam have embraced automation, setting new benchmarks for throughput and reliability. PSA Singapore’s port terminals are equipped with autonomous cranes and vehicles. With continuous operations, it handles 39 million container units annually, making it a world leader.

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League of Legends (LoL) has emerged as a choice, among multiplayer games with a massive global player base enjoying it immensely nowadays! With the game’s continuous development comes the evolution of tactics and resources utilized by players to outshine their competitors on the battlefield. Hacks and automation tools for League of Legends have especially caught the eye of enthusiasts lately. These tools enable players to automate in-game tasks, like minion farming and executing combos resulting in them being able to dedicate more attention to strategic gameplay elements. The rising prevalence of LoD cheats and hacks, like automated programs and vulnerabilities is causing worries regarding fairness and the integrity of the game world In this article we will delve into the expanding interest, in these utilities the concerns, and the essential insights you should grasp before contemplating their adoption.

What are League of Legends Scripts?

A loI script consists of instructions aimed at automating, in-game tasks to enhance a player’s performance by taking care of tasks that usually demand a degree of skill or accuracy. For example:

Dodging Skill Shots: Scripts can predict incoming enemy abilities and automatically move your character to avoid them.

Perfect Timing: They can execute actions, such as activating summoner spells or abilities, with flawless timing.

Last-Hitting Minions: Some scripts are designed to optimize farming by ensuring that you hit minions at the perfect moment to secure gold.

Scripts essentially take over specific aspects of gameplay, allowing players to perform tasks with superhuman accuracy.

What are League of Legends Bots?

In the League of Legends gaming world exist bots that run the game automatically unlike scripts that only help with tasks and actions performed during gameplay. These are often used for:

Account Leveling: Bots are frequently employed to level up accounts quickly without human intervention.

Farming Blue Essence: Players use bots to farm resources like Blue Essence to unlock champions and skins.Manipulating matchmaking: Systems using bots can result in gaining advantages in gaming scenarios.

The presence of automated bots, in League of Legends poses a challenge as they have the potential to disrupt the player experience significantly. Especially, in lower-tier matches where their prevalence is most pronounced.

How Do League of Legends Cheats Work?LoL cheats are tools or software that provide players with unfair advantages. These can range from simple overlays that provide extra information (such as ward timers) to complex tools that manipulate in-game mechanics. Some common types of League of Legends cheats include:

Map Hacks: These reveal hidden information, such as enemy locations, by bypassing the fog of war.

Cooldown Trackers: These display the cooldown times of enemy abilities, giving players an upper hand in engagements.

Damage Calculators: These show exactly how much damage a player can deal with, removing the need for estimation.Skill Accuracy Enhancers: To improve accuracy, skills ensure that skill shots consistently hit their intended targets.

Cheating may attract players. It harms the fairness of the game and can lead to harsh punishments.

The Rise of League of Legends Hacks

The category of LoL hacks covers a variety of tools such, as scripts bots, and cheats that are often promoted as methods to improve your gameplay but carry risks with them Many hacks, for League of Legends may involve players installing software, which can:Compromise Account Security: Downloading hacks from unverified sources can lead to account theft or bans.

Introduce Malware: Many hacks contain viruses or other malicious software that can harm your computer.

Violating the Terms of Service: Utilizing hacks is a violation of the rules set by Riot Games. This can result in permanent bans being imposed on individuals involved in such actions.

The underground market, for league hacks, has gained popularity, with buyers and sellers exchanging these tools; however, players involved in activities run the risk of losing their accounts.

What Are League of Legends Exploits?

League exploits are methods of taking advantage of unintended game mechanics or bugs to gain an advantage. Unlike hacks or scripts, exploits do not always require external software. Some examples of League of Legends exploits include:

Bypassing Cooldowns: Finding methods to utilize skills more often than originally planned without waiting for cooldown periods can be a strategy, in various scenarios.

Unjustly Advancing in Rankings: It’s important to tackle the problem of players moving up the ranks by manipulating matchmaking systems to face off against opponents.

Exploiting Bugs: Using Game Glitches for Advantage; Utilizing errors, in the game to disrupt the gameplay or achieve advantages.

Even though exploits may not require the use of software, they are still deemed unethical and can lead to consequences if discovered.

Why Do Players Use League of Legends Automation?

The demand for league of legends automation stems from various motivations. Here are some common reasons players turn to scripts, bots, and hacks:

Improving Performance: Some players struggle with mechanical skills and use these tools to compete at higher levels.

Saving Time: Automating tasks like account leveling and farming resources allows players to focus on ranked matches.

Achieving a Competitive Advantage: Securing an Advantage, in Competition; In a high-stakes game, like League of Legends players often strive to gain a hand over their rivals to ensure success.

However, it’s important to recognize that automated tools not only disrupt the gaming experience, for some but also take away the pleasure of improving one’s skills, as a player.

The Risks of Using LoL Scripts, Bots, and Hacks

Using LoL scripts, bots, or other tools comes with significant risks, including:

Account Bans: Riot Games has strict policies against cheating and uses advanced detection systems to identify offenders.Loss of Respect: In the Gaming Community; Cheating undermines your reputation among gamers.

Legal Consequences: In some cases, using or distributing hacks can lead to legal action.

Risks aside’ depending on automation tools may lessen the feeling of achievement gained from mastering the game.

How Riot Games Fights Against Cheats and Hacks

To tackle the issue of cheating in League of Legends and the use of bots and automation tools, within the game is something that Riot Games has taken steps to address through a range of measures.

Anti-Cheat Software: Riot’s anti-cheat system keeps an eye, on gameplay to spot any activity and maintain fairness.

Regular Updates: Regularly updating the software with patches helps to address and fix any exploits and vulnerabilities that may arise.

Player Reporting: Players are essential, in recognizing and reporting any actions, within the community.

Account Penalties: Players caught using cheats may face consequences, like account suspensions or permanent bans, as penalties. Riot upholds a strict zero-tolerance policy to ensure the integrity of the game.

Ethical Considerations of Using League of Legends Hacks

The ethical implications of using league hacks and cheats as automation tools give rise, to significant questions that need to be considered carefully by the community due to the potential short-term gains versus long-term impacts they may have on the overall gaming experience and integrity of the community, as a whole. Key issues include:

Unfair Advantages: Using hacks disrupts the competitive balance and undermines the efforts of honest players.

Community Impact: Automation tools degrade the overall gaming experience, particularly for new or casual players.

Personal Growth: Cheating prevents players from developing genuine skills and enjoying the learning process.

Ultimately, the decision to use these tools reflects a player’s values and respect for the game.

How to Spot Cheaters in League of Legends

While Riot’s systems are effective, players can also help by identifying potential cheaters. Signs of League of Legends exploits or automation include:

Unrealistic Dodging: Consistently avoiding skill shots with perfect timing.

Unusual Accuracy: Hitting abilities with improbable precision.

Inhuman Reflexes: Performing actions faster than is realistically possible.

If you suspect someone is using cheats, report them through the in-game system to assist Riot in maintaining a fair environment.

The Future of League of Legends Automation

As technology evolves, so do the tools used for League of Legends automation. Developers of scripts, bots, and hacks continually adapt to bypass detection methods. However, Riot Games is equally committed to staying ahead of these advancements. The ongoing battle between cheat developers and game developers highlights the importance of fair play and community support.Conclusion

The discussion surrounding LoL scripts and cheats in the League of Legends community continues to spark debate and controversy, among players and enthusiasts due, to the risks and ethical implications involved in their use.

To enhance your abilities effectively as an aspiring player or learner in gaming or any skill-based activity, you must dedicate time to practice diligently, acknowledge the value of learning from errors, and embrace the spirit authentically and ethically. This will create an enjoyable gaming atmosphere both personally and communally.

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Search 2 keywords found: employment,services,technology,software

Job Details

Overview

Come join our exceptional team of software developers, designers, and engineers who build ArcGIS Dashboards, a leading data visualization tool. We seek a creative problem solver to drive software improvements and lead our test automation program. You'll mentor team members and contribute to automating our technology stack in a fast-paced, innovative environment.

As a successful candidate, you'll steer projects to successful outcomes, take solutions from idea to implementation, and maintain high-quality standards. You value attention to detail, clear communication, and continuous learning. Join us to create simple solutions to complex problems and drive impactful software improvements.

Responsibilities

• Collaborate with Product and Software Engineers: Work closely with product and software engineers to review requirements, build robust automation pipelines, and educate engineers on creating and maintaining tests
• Create and Execute Test Strategy: Develop a comprehensive test strategy for our product and ensure its successful execution to meet high-quality standards. Ensure thorough test coverage by designing detailed and well-structured test plans and test cases tailored to our technology stack
• Code Test Cases and Monitor Test Results: Actively develop and code test cases to validate product functionality, performance, and reliability. Continuously monitor test results, report failures, and collaborate with the team to resolve issues promptly
• Automate Manual Test Cases: Partner with manual QA to identify repetitive and critical test cases and automate them to enhance efficiency and consistency
• Research and Implement New Tools: Stay current with industry trends by researching new tools and techniques to improve testing quality and incorporate them into our processes
• Provide Quality Reports: Generate comprehensive coverage and quality reports, offering actionable recommendations for continuous improvement

Requirements

• 5+ years of professional QA experience, including translating requirements into test scenarios and developing/executing test scripts
• Strong hands-on experience in test automation with tools/frameworks like WebdriverIO/Selenium, Playwright, and Cucumber
• Experience building test automation for web applications, APIs, and RESTful services
• Knowledge of SQL and the ability to write queries against relational databases
• Experience with version control systems like GIT
• Experience writing integration scripts to harmonize automated tests, CI/CD workflows, and test management tools
• Proficiency in at least one programming language: JavaScript, Java, or Python
• Bachelor’s degree in computer science, computer engineering or related field

Recommended Qualifications

#LI-OH1

#LI-Hybrid

Total Rewards

Esri’s competitive total rewards strategy includes industry-leading health and welfare benefits: medical, dental, vision, basic and supplemental life insurance for employees (and their families), 401(k) and profit-sharing programs, minimum accrual of 80 hours of vacation leave, twelve paid holidays throughout the calendar year, and opportunities for personal and professional growth. Base salary is one component of our total rewards strategy. Compensation decisions and the base range for this role take into account many factors including but not limited to skill sets; experience and training; licensure and certifications; and other business and organizational needs.

A reasonable estimate of the base salary range is

$92,144-$152,152 USD

About Esri

At Esri, diversity is more than just a word on a map. When employees of different experiences, perspectives, backgrounds, and cultures come together, we are more innovative and ultimately a better place to work. We believe in having a diverse workforce that is unified under our mission of creating positive global change. We understand that diversity, equity, and inclusion is not a destination but an ongoing process. We are committed to the continuation of learning, growing, and changing our workplace so every employee can contribute to their life’s best work. Our commitment to these principles extends to the global communities we serve by creating positive change with GIS technology. For more information on Esri’s Racial Equity and Social Justice initiatives, please visit our website here.

If you don’t meet all of the preferred qualifications for this position, we encourage you to still apply!

Esri is an equal opportunity employer (EOE) and all qualified applicants will receive consideration for employment without regard to race, color, religion, sex, sexual orientation, gender identity, national origin, disability status, protected veteran status, or any other characteristic protected by law. If you need reasonable accommodation for any part of the employment process, please email askcareers@esri.com and let us know the nature of your request and your contact information. Please note that only those inquiries concerning a request for reasonable accommodation will be responded to from this e-mail address.

Esri Privacy Esri takes our responsibility to protect your privacy seriously. We are committed to respecting your privacy by providing transparency in how we acquire and use your information, giving you control of your information and preferences, and holding ourselves to the highest national and international standards, including CCPA and GDPR compliance.

Click here to view original web page at careervault.io

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WE ARE VERITONE

Veritone (NASDAQ: VERI) designs human-centered AI solutions. Serving customers in the talent acquisition, media, entertainment and public sector industries, Veritone’s software and services empower individuals at the world’s largest and most recognizable brands to run more efficiently, accelerate decision making and increase profitability. Veritone’s leading enterprise AI platform, aiWARE™, orchestrates an ever-growing ecosystem of machine learning models, transforming data sources into actionable intelligence. By blending human expertise with AI technology, Veritone advances human potential to help organizations solve problems and achieve more than ever before, enhancing lives everywhere. To learn more, visit Veritone.com.

WHAT YOU’LL DO

• Responsible for all inbound lead routing and assignment in Salesforce
• Responsible for lead list uploads including proper assignment, campaign attribution, and handoff to SDRs or Sales
• Manage lead handoff and pipeline integrity: ensuring leads moving from marketing to SDRS and later to sales are properly tagged and attributed.
• Support essential marketing operations initiatives in Pardot and Salesforce such as managing the lead lifecycle, lead scoring, lead nurturing, segmentation, and data cleansing
• Develop and maintain documentation for marketing automation processes.
• Assist with email and landing page creation in marketing automation systems.
• Support marketing operations in developing and implementing marketing automation strategies.
• Other projects as assigned

WHAT YOU'LL NEED

• Marketing automation experience.
• Knowledge of database management concepts and best practices.
• Strong working knowledge of Salesforce.com
• Must have superior communication skills, both written and verbal.
• Must be highly organized and self-motivated with a sense of urgency.
• Strong independent project management skills.
• Capable of handling multiple tasks with competing priorities
• Able to think critically and exercise independent judgment and discretion.
• Excellent attention to detail.

WHAT WE OFFER

• An incredible opportunity to impact AI for good and empower the human with AI solutions and services
• A competitive compensation package
• Participation in the Company’s Equity Program
• Remote first + Hybrid workplace
• VERI Communities (Affinity Groups) & Belonging
• Empowerment to build your career journey at Veritone
• Flexible (Paid) Time Off
• Benefits Program: medical, dental, vision, 401K matching, and more!
• Mental health awareness and support

OUR CULTURE

• Can juggle multiple projects, priorities, and deadlines with a positive attitude
• Comfortable in a fast-paced, small company environment
• Collaborative and always contributing value
• Driven to win as a team
• Remote first workplace
• Check us out!

Veritone is a leading provider of artificial intelligence (AI) technology and solutions. The company's proprietary operating system, aiWARE, orchestrates an expanding ecosystem of machine learning models to transform audio, video and other data sources into actionable intelligence. We love to continuously grow while staying ahead of trends and creating structure in an unstructured world.

If you’ve made it this far and align with our goals, we look forward to reviewing your qualifications!

DISCLOSURE

Our company provides equal employment opportunities (EEO) to all employees and applicants for employment without regard to race, color, religion, sex, national origin, age, disability or genetics.

(Colorado & California Only*): Minimum annual salary of $100,000.00. This base pay is for illustrative purposes only and will be determined based on skills and experience comparable to the job requirements. This position may be eligible for additional compensation and benefits including but not limited to: incentive compensation; health benefits; retirement benefits; life insurance; paid time off; parental leave and benefits; and other employee perks and benefits.

*Note: Disclosure as required by sb19-085 (8-5-20) of the minimum salary compensation for this role when being hired in California & Colorado.

#LI-EK1#LI-REMOTE

#pandoiq

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Search 2 keywords found: employment,consumer,services,technology,technical

The Role

As a Senior Systems Engineer at Riot Games, you'll support the Esports Event Technology team by building and maintaining the infrastructure and tools for esports events. Responsibilities include managing technical systems, collaborating across teams, mentoring, and ensuring efficient operations during live events, requiring some international travel.

Summary Generated by Built In

Esports Event Technology

At Riot Games, we’re committed to delivering unforgettable esports experiences to fans around the globe. With the growth of the Riot Games Arena and our Remote Broadcast Centers (RBCs), we’re scaling our technological capabilities to innovate world-class tournaments for League of Legends, VALORANT, and Wild Rift.

Riot engineers bring deep knowledge of specific technical areas but also value the opportunity to work across multiple domains. As a Systems Engineer in the Esports Event Technology (EET) Team, you will support a team focused on building, supporting and maintaining the infrastructure, tooling and applications that power Riot's esports events around the world. You will work in a self-guiding, cross-functional team with highly skilled individuals to ensure that Riot's infrastructure is capable of supporting all Riot Esports initiatives.

This role will require international travel as we support global and regional events. Expected travel is up to 40% per year and this role will based at the Riot Games Arena - Berlin, GE

Responsibilities:

• Serve as the SME for technical systems, applications and services that power our live events around the world.
• Designing, supporting and maintaining our global esports infrastructure and systems.
• Working on a diverse, cross-functional team.
• Collaborate across departments and mentor engineering teammates.
• Training and coaching our TechOps teams on technical processes and procedures to ensure successful events & efficient operations.
• Working a non-standard schedule.

Required Qualifications:

• 3-5+ years as a Systems, Support or Infrastructure Engineer with a focus on building consumer or player facing products.
• Ability to travel domestically and internationally to support Riot Esports events.
• Experience with Ansible and Terraform for automation and configuration management.
• Experience with Jenkins for CI/CD pipeline automation.
• Experience with virtualization technologies (e.g., VMware, Hyper-V, Proxmox, AOS).
• Experience with Docker.
• Experience with imaging and deployment tools (e.g., FOG, SCCM, Autopilot)
• Experience operating & maintaining live services on Linux and Windows base, including handling emergent issues and troubleshooting
• Hands-on experience with server and network hardware installation, configuration, and troubleshooting.

Physical Requirements:

• Occasionally required to lift 10/15 kilograms.
• Occasionally required to push/pull road cases.

Desired Qualifications:

• Experience building or maintaining global infrastructure, systems at scale.
• Experience managing monitoring and alerting solutions.
• Experience with scripting languages like Go, Python, Powershell, or Bash.
• Experience using GIT for version control.
• Experience with cloud platforms (e.g., AWS, Azure).
• RHCE/RHCSA certification.

For this role, you'll find success through craft expertise, a collaborative spirit, and decision-making that prioritizes the delight of players. We will be looking at your past studies, experience, and your personal relationship with games. If you embody player empathy and care about the experiences of players, this could be the role for you!

Our Perks:

We offer medical, dental, and vision plans that cover you, your spouse/domestic partner, and children. Life insurance, parental leave, plus short-term and long-term disability coverage are also available. Riot will support your retirement benefits with a company match, and double down on your donations of time and money to non-profit charitable organizations. Balance between work and personal life is encouraged with open paid time off, and a play fund so you can broaden and deepen your personal relationship with games.

Let's Thrive Together:

Because together we are better. It's our policy to provide equal employment opportunity for all applicants and members of Riot Games.

We know that fresh and varied perspectives will make us better at what we do, so however you identify and whatever background you bring with you, we're excited to hear from you. Don't be discouraged if you feel you don't fully meet every single one of the requirements for a particular role, there's always room for growth at Riot. If you spot a role that will make you want to jump out of bed in the morning, we are waiting to hear from you! Don't forget to include a resume. We receive many applications, but we'll notice a fun, well-written intro that shows us you Dare to Dream and Execute with Excellence.

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Search 2 keywords found: employment,consumer,manufactur

Ford Motor Company has made headlines recently with the announcement of significant job cuts as it grapples with challenges posed by lower demand for passenger vehicles. The automaker plans to eliminate 4,800 jobs across its operations in Germany and the United Kingdom, translating to approximately 14% of its total workforce. This move reflects broader struggles faced by Ford within the European market as it tries to navigate shifting consumer preferences and increasing competition.

The decision to lay off such a large number of employees hasn't come lightly. Factors like changing trends toward electric vehicles (EVs) and financial pressures have led Ford to reassess its strategy. The company has encountered growing pains as it tries to adapt to the demands of modern consumers who are veering more toward electric and hybrid vehicles rather than traditional passenger cars.

The impact of the layoffs will predominantly be felt within the company’s operations related to passenger vehicles, as Ford's once-strong foothold is gradually eroding. This shift has forced many iconic manufacturers, including Ford, to pivot their focus and resources. Company executives have hinted at plans to restructure and focus instead on electric models, which require less labor and help reduce costs.

The automotive industry has recently been marked by significant transformations as manufacturers feel compelled to invest heavily in EVs and new technologies. This trend has seen many companies driving toward digitization and automation to streamline processes and meeting the growing demand for greener options.

Ford's job cuts are not isolated; they reflect systemic challenges fueling layoffs across the entire industry. Major players are facing similar dilemmas, with many automakers evaluating their workforce requirements as they transition to electric vehicle production lines.

To add to Ford's woes, sales of traditional passenger vehicles are decreasing, and this trend shows no signs of changing soon. The concerns over whether the cuts will be enough to allow Ford to regain its footing have made industry watchers anxious. Some experts argue more drastic measures may be required to realign the company’s focus, especially considering the fierce competition from both established carmakers and new entrants to the electric vehicle market.

Leading the charge toward electrification, Ford has recently announced ambitious plans for its EV portfolio, hoping to solidify its place among top competitors. The company has committed billions to ramp up its manufacturing capabilities for electric vehicles. Yet, the challenge remains substantial, especially with the current labor force adjustments.

The cultural and economic impact of job cuts within Ford cannot be overlooked. Communities relying on Ford’s production plants are facing uncertainty as livelihoods hang precariously on the company’s ability to rebound. For employees, the layoffs signal instability amid what was once perceived as secure employment within the automotive sector.

Ford is doubling down on its efforts toward recovery and growth, believing the future still holds promise within the electric vehicle sector. Despite these job cuts, the company remains committed to developing its product lines for greener transportation solutions.

Many current and former employees have voiced their concerns over the layoffs and company direction. They fear for the long-term viability of Ford as it attempts to balance cost reductions with the imperative to innovate and evolve.

Experts suggest it’s imperative for Ford to stabilize its operations as it navigate this transitional period. The need for solid leadership to steer the company forward is not only desirable but necessary. With the right approach, Ford could emerge from these tumultuous changes with renewed strength to face the electric future.

While the ramifications of these layoffs will likely linger, Ford's efforts to embrace and promote electric vehicles may signal the start of a broader transformation across the auto industry. The balance between reining in costs and driving forward with innovation will undoubtedly shape the future path for Ford and the automotive market as it confronts new realities.

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Search 2 keywords found: basic income

As South Korean President Yoon Suk-yeol enters the second half of his term, he has set “addressing polarization” as a new policy priority, signaling a potential departure from the government’s traditionally conservative fiscal stance. Reports indicate that the administration is now weighing a more active fiscal approach, including the possibility of a supplementary budget, under Yoon’s direction. This unexpected announcement has drawn attention, as has the implied shift in fiscal policy.

Designating polarization as a national agenda is not contentious in itself. Successive administrations have addressed or alleviated polarization at the forefront of their policy objectives, albeit under varying terminology. For instance, the Moon Jae-in administration’s “income-led growth” strategy aimed to combat polarization through back-to-back double-digit minimum wage hikes over two years, efforts to convert irregular jobs into permanent positions, and creating 1 million senior jobs. However, critics argue that these policies precipitated what they described as a crisis in labor markets and income distribution, saddling the country with over 400 trillion won ($284.6 billion) in new debt.

The deepening polarization in South Korea stems from glaring disparities, particularly between regular and irregular workers and between large corporations and small to medium-sized enterprises. This highlights the pressing need for labor reform. The fierce competition for “good jobs” has also exacerbated related issues, including surging private education expenses, insufficient retirement preparation, and a housing market overly concentrated in Seoul. These interlinked challenges defy simple solutions. Addressing them requires a comprehensive approach: sustained government efforts in labor and social reform, fostering the creation of quality jobs, and expanding access to affordable housing. Since jobs drive income and companies create jobs, reforming regulations such as the 52-hour workweek policy, the Serious Accidents Punishment Act, and the world’s highest inheritance tax rate could be crucial steps toward narrowing inequalities.

Yet, South Korea’s political landscape has often opted for populist measures rather than tackling the root causes of polarization. Both ruling and opposition parties have proposed populist initiatives, such as a 50 trillion won COVID-19 relief fund for small businesses, 2 million won monthly wages for conscripted soldiers, universal basic income, higher basic pensions, and expanded child allowances. During April’s general election, the Democratic Party pledged to distribute 250,000 won per person, while the People Power Party (PPP) vowed to repeal the financial investment income tax. Recently, PPP leader Han Dong-hoon suggested postponing cryptocurrency taxation by two years, deferring its scheduled implementation next year. Such policies, which increase spending while reducing tax revenues, could ultimately worsen national debt—an approach critics liken to the previous administration’s fiscal strategies.

The Yoon administration has already encountered significant tax revenue shortfalls, with deficits surpassing 56 trillion won last year and 30 trillion won this year. Funds initially allocated for currency stabilization are being repurposed to fill these gaps. Additionally, the government’s 16-year tuition freeze and expanded national scholarships for university students have resulted in 150 out of 200 million students receiving state-funded scholarships, a move some critics describe as cash handouts. Similarly, basic pensions now cover 70% of the elderly population, including those earning over 7 million won per month. Critics argue these measures are unsustainable and fail to address the underlying causes of polarization. If national debt were an effective solution to inequality, they contend, the issue of polarization would not persist.

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Search 2 keywords found: guaranteed income

The Guaranteed Income Supplement (GIS) is a vital non-taxable financial aid provided by the Government of Canada. It is designed to support low-income seniors who rely on the Old Age Security (OAS) pension. Here are seven key details about this essential program:

1. Eligibility Requirements

• You must be 65 years or older and reside in Canada.
• You must already receive the OAS pension.
• Your annual income must fall below certain thresholds:
  • Less than $22,056 for single, widowed, or divorced individuals.
  • Less than $29,136 combined income if your spouse receives the full OAS pension.
  • Additional thresholds apply for spouses not receiving OAS or those eligible for the Allowance benefit.

2. Benefit Amounts

• GIS payments vary based on marital status, income, and OAS eligibility. Monthly amounts are recalculated annually and adjusted quarterly based on income changes and inflation.

3. Income Considerations

• The GIS payment amount depends on your net income reported on your tax return. For couples, combined income determines the payment.
• Exemptions apply to some income types, such as the first $5,000 of annual employment or self-employment income.

CPP Payment Dates 2025: Increases & Amounts

OAS Payment Dates 2025: Increases and Amounts Explained

$250 Working Canadians Rebate 2025: Eligibility and Distribution Details

4. Allowance for Spouses

• If you are aged 60 to 64, reside in Canada, and your spouse or common-law partner is receiving GIS, you may qualify for the Allowance. This benefit aims to provide financial support until you are eligible for OAS.

5. Allowance for Survivors

• If your spouse or common-law partner has passed away, you may be eligible for the Allowance for Survivors. Applicants must be aged 60 to 64 and meet specific income thresholds.

6. Automatic Enrollment and Application

• Many individuals are automatically enrolled based on their tax returns. If not automatically enrolled, you can apply by completing a GIS application through Service Canada.

6 Key Reasons: Why Canadian Retirees Are Struggling to Make Ends Meet

CPP Enhacement for 2025: How it Could Boost your Pension

Canada Announces Temporary GST/HST Holiday Exemption

7. Periodic Updates

• GIS payments are adjusted quarterly to reflect inflation and cost-of-living increases. For 2024, significant adjustments have been made to ensure financial support keeps pace with economic conditions.

To learn more about the GIS, including how to apply and current benefit amounts, visit the Government of Canada’s Guaranteed Income Supplement page.

Home: Southern Ontario Smart News

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Search 2 keywords found: employment,services,technology

The advent of artificial intelligence (AI) may reshape the world's understanding of work and even the very nature of humanity, said a Chinese professor.

As experts from over 130 countries and regions were gathering in Wuzhen Town, Tongxiang City of east China's Zhejiang Province for the 11th World Internet Conference (WIC) Wuzhen Summit, Zeng Yi, a professor of the Institute of Automation at the Chinese Academy of Sciences sat with China Global Television Network (CGTN) to discuss concerns about the development and governance of AI.

With the technology becoming increasingly pervasive, Zeng stressed the need to help underdeveloped countries build AI capacities to prevent them from being left behind.

"Firstly, for those underdeveloped countries, what they lack now is not only AI technology itself, but also the information and telecommunication infrastructure. And now, they even do not have the networking that is required for many of the largest data training and AI services. So, in the first place, we need to build the capacities and bring the capacity development capabilities for them. We need to build networking and data infrastructures for them," he said.

As workers around the world begin to question whether their employment could be threatened by technological advancements, Zeng underscored the need for societies to reevaluate how they understand human labor.

"On the other hand, I would have to say by using AI services, of course, that will bring new opportunities, as you discussed, but of course, there will be more challenges then. So the way of defining what we mean by work will be fundamentally changed for the future. For the work that now we do not consider as jobs, it will also help us to reconsider what do we mean by human, what humans exactly need to do for our society, for our community. I think it's the time for humans to reconsider ourselves," Zeng said.

The 11th edition of WIC Wuzhen Summit ran from Nov. 19 to 22. Themed "Embracing a People-centered and AI-for-good Digital Future -- Building a Community with a Shared Future in Cyberspace", the event featured 24 sub-forums on topics delving into a wide range of topics.

Humanity must redefine work in AI-powered future: professor

Horgos Port, a major border junction linking China to Central Asia, handled over 38 million tons of goods in the first ten months of this year, marking a 10 percent year-on-year increase, according to the latest customs data.

Located on the border of northwest China's Xinjiang Uygur Autonomous Region, the port has played a pivotal role in the growing development of trade routes between China and Europe.

Data showed that from January to October this year, the main imported goods through the Horgos Port included electromechanical products, agricultural products, food items, and metal ores and sands. Exports mainly included new energy vehicles, electromechanical products, high-tech goods, textiles, and related products.

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Search 2 keywords found: employment,productivity,manufactur,software,technical

The Role

The IT Helpdesk Technician offers first-line technical support to employees, resolving hardware and software issues through phone, email, and in-person assistance. Responsibilities include ticket management, equipment setup, and training, while ensuring minimal downtime and efficient IT operations.

Summary Generated by Built In

Trust Automation

Trust Automation has over 30 years of experience in custom motors, linear drives, digital drives, and systems which meet the unique needs of its customers. Its product line includes motors, linear drives, digital drives, custom assemblies, and products to fit unique applications and ground-up system design and manufacturing solutions. We design, build and support control and power management systems for the most demanding defense, semiconductor, industrial automation, and medical applications.

Trust Automation is an equal opportunity employer and committed to attracting, hiring, developing, and retaining a skilled, productive, and diverse workforce, personnel with competencies and experience related to the regional and State population. Every employee has an “at-will” relationship with Trust Automation. This means that employment with Trust Automation is at the mutual consent of the employer and the employee and is subject to termination by either party at will, with or without cause or advance notice.

Job Summary

The IT Helpdesk Technician serves as the first point of contact for employees experiencing technical issues. You will provide technical support and assistance via phone, email, in-person, or remote access for a wide range of computer systems, hardware, and software. The ideal candidate will possess strong problem-solving skills, excellent communication abilities, and a customer-centric approach to resolving IT-related issues. The IT Helpdesk Technician will be responsible for diagnosing and troubleshooting technical problems related to hardware and software issues, managing tickets, and escalating complex issues to appropriate IT teams when necessary. This position plays a crucial role in maintaining productivity across the organization by ensuring smooth operation of IT systems and minimizing downtime.

Duties and Responsibilities

To perform this job successfully, an individual must be able to perform each essential duty satisfactorily. The requirements listed below are representative of the knowledge, skill and/or ability required. Reasonable accommodation may be made to enable individuals with disabilities, who are otherwise qualified, to perform the essential functions.

• Provide first-line technical support for hardware, software, and network issues via phone,
email, chat, and in-person.
• Diagnose and resolve complex technical problems for end-users in a timely manner.
• Prioritize and escalate tickets to appropriate IT teams when necessary.
• Respond to and manage service desk tickets in accordance with established SLA
guidelines.
• Set up and configure new workstations, including hardware deployment and software
installation.
• Repair or replace equipment as needed, ensuring minimal downtime for users.
• Maintain an accurate inventory of IT assets and manage equipment lifecycle.
• Conduct IT training for new hires and existing staff as needed.
• Create and update user-friendly documentation and guides for common IT processes
and troubleshooting.

Position Requirements

• Bachelor’s degree in Computer Science, Information Systems, or similar degree. Or Associate’s degree plus two years of technical support experience, or three plus years technical support experience.
• 1-2 years of experience supporting Windows and MacOS devices.
• Excellent customer first mentality.
• Excellent organizational and time management skills.
• Excellent verbal and written communication skills.
• Experience working in a regulated environment. (e.g. CMMC, SOCII, HIPAA, SOX)
• Solid understanding of computers, networks and software.
• Experience supporting Microsoft 365 and related applications.
• Experience using a help-desk ticket system such has JIRA Service Management.
• This position requires use of information or access to hardware which is subject to the International Traffic in Arms Regulations (ITAR) - all applicants must be U.S. citizen.

• Participate in the identity verification process to access classified client portals by authorizing certified supplier management platforms to obtain information from your personal credit profile or other information, solely to verify your identity.

Physical Requirements

• Hearing and speaking to exchange information in person, on the telephone or virtually.
• Dexterity of hands, fingers, and wrist to operate a computer keyboard, calculator or assemble/manufacture intricate items.
• Seeing to read a variety of materials.
• Sitting or standing for extended period of time
• Physical agility to lift 20 pounds to shoulder height.
• Physical agility to lift, carry, push, or pull objects.

Pay/Salary Information

Pay scale for this position - $27.37- $31.00 Hourly

By submitting your application, you acknowledge that you have read and understand the information provided within. You certify that the information contained in this application is correct to the best of your knowledge. You understand that to falsify information is grounds for refusing to hire, or for discharge should you be hired.

Top Skills

macOS

Windows

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Search 2 keywords found: inequality,employment,technology,inequality

from class:

Business Process Automation

Definition

Skill obsolescence refers to the decline in the relevance and applicability of certain skills due to advancements in technology or changes in job requirements. This phenomenon occurs when workers' skills no longer meet the demands of the modern workplace, often as a result of automation, which can lead to job displacement and the need for retraining or upskilling.

congrats on reading the definition of skill obsolescence. now let's actually learn it.

5 Must Know Facts For Your Next Test

1. Skill obsolescence is accelerated by rapid technological advancements, particularly in automation and artificial intelligence.
2. Workers in industries heavily impacted by automation are often the most vulnerable to skill obsolescence.
3. Employers increasingly prioritize candidates with up-to-date skills, making it essential for workers to engage in continuous learning.
4. Skill obsolescence can lead to economic inequality, as those unable to adapt may struggle to find new employment opportunities.
5. Retraining programs are becoming more crucial for mitigating the effects of skill obsolescence and helping workers transition into new roles.

Review Questions

• How does skill obsolescence affect workers' job security in an automated environment?
  • Skill obsolescence poses a significant threat to job security as automation replaces tasks traditionally performed by humans. Workers whose skills become outdated may find themselves at risk of unemployment if they cannot adapt to new technologies or shift into roles that require different competencies. This situation creates pressure for workers to continuously update their skills to remain employable and relevant in an evolving job market.
• What strategies can organizations implement to address skill obsolescence among their workforce?
  • Organizations can adopt various strategies to combat skill obsolescence, such as offering regular training and development programs focused on current and emerging technologies. Implementing mentorship opportunities can also facilitate knowledge transfer between experienced employees and newer hires. Additionally, fostering a culture of continuous learning and encouraging employees to pursue upskilling initiatives can help maintain a workforce that is adaptable and equipped for future challenges.
• Evaluate the long-term implications of skill obsolescence on the workforce and economy as a whole.
  • The long-term implications of skill obsolescence can be profound, leading to a workforce that is increasingly divided between those who have adapted through upskilling and those who have not. This divide could result in significant economic disparities, with certain groups facing prolonged unemployment or underemployment. Furthermore, as industries evolve and certain jobs become obsolete, the economy may experience slower growth if a large portion of the workforce cannot transition into new roles. Addressing skill obsolescence is essential for ensuring both individual career success and broader economic stability.

Related terms

Upskilling:

The process of teaching employees new skills or enhancing existing ones to keep pace with technological advancements and changing job demands.

Job Displacement:

The loss of employment due to various factors, including automation, outsourcing, or economic changes, often forcing workers to seek new job opportunities.

Automation:

The use of technology to perform tasks that were previously carried out by humans, which can lead to increased efficiency but may also contribute to skill obsolescence.

"Skill obsolescence" also found in:

Subjects (2)

• Developmental Psychology
• Organization Design

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Search 2 keywords found: employment,technology,robot,academic

Job Description

Johnson County Community College
Position, Department: Adjunct Assistant Professor, Automation Engineer Technology, Academic Affairs

Type of Position: Adjunct Faculty, Exempt

Work Schedule, Hours per week: Determined based on department need, Determined based on department need hours per week

Pay Range: $1,156-$1,286 per credit hour and in accordance with the master agreement and determined based on relevant years of work experience.

Benefits Category: Partial benefits

Position Summary: The Industrial Maintenance/Automation program is seeking a qualified candidate for Adjunct. Responsibilities include teaching sections of courses within this program (Maintenance Principles, Fluid Power, Electrical Theory, PLC and Robotics) during both daytime and evening hours, as well as participation in professional development and service to the division, college and community. Other duties may be assigned by the immediate supervisor.

Required Skills:

• Thorough knowledge of NEC
• Ability to use curriculum to lecture and demonstrate within a class or lab environment.
• Knowledge of safety in the industrial maintenance field.
• Ability to work with a variety of industrial tools and operations including pneumatics, hydraulics, pipe bending, rigging and lifting.

Preferred Skills:

• Industry recognized certification.
• At least two years of experience teaching in a vocational setting.
• Prior experience developing curriculum related to industrial principles.

Required Qualifications:

• Associate's degree
• Five years' relevant work experience

Preferred Qualifications:

• Bachelor's degree with three years' related experience

To be considered for this position we will require an application and resume.

*Unofficial transcripts are required for all Adjunct faculty and Faculty positions.

*Duties and responsibilities, as required by business necessity, may be added, deleted or changed at any time at the discretion of management, formally or informally, either verbally or in writing. Scheduling, shift assignments and work location may be changed at any time, as required by business necessity.

About JCCC: Established in 1969, Johnson County Community College is dedicated to transforming lives and strengthening communities through learning. Located in Overland Park, Kansas, JCCC has enjoyed a national reputation for educational excellence and student success for more than 50 years. That's five decades dedicated to smaller class sizes, more resources and a thriving campus culture - not to mention our competitive tuition rates and extracurricular experiences that transcend the norm.

Equal Employment Opportunity: JCCC provides equal opportunities and equal access to all individuals and is an affirmative action employer. JCCC does not discriminate on the basis of sex, race, color, national origin, ancestry, disability, age, religion, marital status, parental status, military status, veteran status, sexual orientation, gender identity, genetic information or other factors that cannot be lawfully considered in its programs and activities, which includes employment and admissions, in accordance with Titles VI and VII of the Civil Rights Act of 1964, the Equal Pay Act of 1963, the Age Discrimination in Employment Act of 1967, the Age Discrimination Act of 1975, Executive Order 11246, Title IX of the Education Amendments of 1972, Section 503 and 504 of the Rehabilitation Act of 1973, the Americans with Disabilities Act, the Vietnam Era Veteran's Readjustment Assistance Act, the Jobs for Veterans Act of 2002, the Kansas Acts Against Discrimination and all other applicable civil rights and nondiscrimination laws.

Inquiries concerning JCCC's compliance with its nondiscrimination policies (including Title IX, Title VI and Section 504 inquiries) may be referred to a Title IX Coordinator (TitleIX@jccc.edu), or Director of Human Resources, or the Dean of Students and Learner Engagement at Johnson County Community College, 12345 College Blvd, Overland Park, KS 66210, 913-469-8500; or to Office for Civil Rights, Kansas City Office, U.S. Department of Education, One Petticoat Lane, 1010 Walnut Street, Suite 320, Kansas City, MO 64106, Telephone: 816-268-0550,Facsimile: 816-268-0559, Email to: OCR.KansasCity@ed.gov.

Disclosure: If you need any assistance throughout the search process, please reach out to the HR Generalist for this position. In accordance with the college policy, finalists for this position will be subject to criminal background investigations. Individual hiring departments at JCCC may elect to administer pre-employment tests, which are relevant to essential job functions as part of the applicant selection/hiring process. Many departments require those selected for hire to submit a certified transcript for all degrees obtained. For full consideration, applicants are encouraged to apply prior to the review date listed in posting.

If you are an applicant requesting assistance or a reasonable accommodation in the application process, please contact the Office of Human Resources at 913-469-3877, or email JobsAtJCCC@jccc.edu.

To apply, please visit: https://careers.jccc.edu/en-us/job/497114/adjunct-assistant-professor-automation-engineer-technology

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Click here to view original web page at www.thenews.com.pk

Search 2 keywords found: employment,productivity,technology

T

he issue of the future workforce is an urgent one. According to the Pakistan Bureau of Statistics Census 2023, about 79 percent people in Pakistan are below the age of 40. This large proportion of young people could prove a blessing provided they are educated and equipped with the skills needed in the 21st Century.

It is believed that a large number of familiar jobs will vanish and many new jobs, requiring a new set of skills will emerge in the future. According to the World Economic Forum report 2023, employers anticipate that approximately 69 million new jobs will be created and 83 million positions will be eliminated, resulting in a net decrease of 14 million jobs, or 2 percent of current employment levels. The report highlights that nearly a quarter of jobs (23 percent) are projected to undergo transformation during this period, with 10.2 percent of roles experiencing growth and 12.3 percent facing decline. This is a serious challenge for educational planning in Pakistan in terms of identifying the nature of future jobs and the requisite skills for such jobs.

The central question is: what will be the contours of potential new jobs in the future? According to the report, technology adoption is crucial. 85 percent of all organizations are emphasising digital access and technologies like artificial intelligence. Big data and cloud computing are top adoption priorities, with digital platforms and e-commerce leading. It is expected that 42 percent of the tasks will be automated by 2027.

Another major question is: what skills will be required to perform the tasks for the emerging jobs in the future? According to this report, analytical and creative thinking are the top skills for 2023, with self-efficacy skills also in demand. Companies report that 44 percent of workers’ skills will be disrupted by 2027, emphasising up-skilling in analytical thinking, creative thinking and tech literacy. Nearly 60 percent of workers will require re-skilling by 2027.

A direct consequence of these scenarios is the need to revisit the educational system. Long-term educational planning has become quite challenging because of the expedited pace of change as the future work force scenario is constantly evolving. One aspect of the problem is that 26.09 million children are out of schools. This problem is further aggravated by a high dropout rate, (38 percent by the time the students reach Grade 8).

Another aspect of the problem is the quality of education. Are we preparing out students to deal with the future challenges? The answer is a big ‘No’. In most educational institutions in Pakistan education is seen as transmission of information from teachers to the students. The existing assessment system in Pakistan taps only lower order thinking skills. It revolves around memory and recall.

Are we preparing out students to deal with the future challenges? The answer is a big ‘No’. In most educational institutions in Pakistan education is viewed as transmission of information from teachers to the students.

Pakistan, thus, faces a unique challenge with reference to its future work force because of the skills gap. This vast gap obstructs the adoption of new technologies and thus hampers productivity. Analytical and creative thinking are becoming essential skills globally, while technological literacy, resilience and flexibility are also highly valued. However, Pakistan’s education system has yet to integrate these skills into curricula at all levels.

The report indicates that training and reskilling are vital in building the future workforce. However, only half of workers worldwide currently have access to adequate training. The situation is even worse in Pakistan, where access to continuous professional development is limited. Targeted investments in skill development programs, particularly in AI, big data and environmental management, could bridge this gap. Re-skilling initiatives can help displaced workers transition from obsolete roles to emerging roles, ultimately reducing Pakistan’s vulnerability to automation.

An area with significant potential for workforce growth in Pakistan is the green economy. The report highlights that investments in green jobs and ESG (environmental, social and governance) standards are expected to be major drivers of job creation globally. Given Pakistan’s energy challenges and environmental vulnerabilities, shifting toward renewable energy and green infrastructure is both a necessity and an opportunity. Roles such as renewable energy engineers, sustainability specialists and environmental analysts are expected to grow, driven by public and private investment in green technologies.

The report’s findings highlight the importance of diversity and inclusion, with a majority of companies worldwide prioritising women in workforce transformation initiatives. Pakistan has one of the lowest female labour force participation rates globally. Addressing this disparity is essential for economic growth. Programmes that promote women’s participation in the workforce, provide flexible working options and ensure equal access to training opportunities are needed. Empowering women with digital literacy, entrepreneurial skills and access to technology can significantly increase their workforce participation.

Here are some recommendations for preparing students to become an effective part of future work force. The first and foremost required action is to enhance allocation of funds for education. This allocation in 2023 was only 1.5 percent of GDP, far below the threshold level of 4-6 percent of GDP. There is an urgent need to prioritides kills required for the future jobs. These skills include analytical thinking, technological literacy and creative problem-solving in the educational system and through corporate training programmes. To prepare the future work force it is important to embrace technological advancements, expand green job opportunities, support women’s participation and promote vocational training.

These essential measures may not only help prepare Pakistan’s workforce to cope with the future challenges but also lay the foundation for socioeconomic development by integrating education, policy and business strategy.

The writer is an educationist. He can be reached at: shahidksiddiqui@gmail.com