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Source: https://humanresourcesmag.com/feed/

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<title>Pita Pit Faces EEOC Lawsuit for Alleged Pregnancy Discrimination</title>
<link>https://humanresourcesmag.com/pita-pit-faces-eeoc-lawsuit-for-alleged-pregnancy-discrimination/</link>
<comments>https://humanresourcesmag.com/pita-pit-faces-eeoc-lawsuit-for-alleged-pregnancy-discrimination/#respond</comments>
<dc:creator><![CDATA[staff]]></dc:creator>
<pubDate>Sat, 05 Jul 2025 07:21:33 +0000</pubDate>
<category><![CDATA[Law]]></category>
<guid isPermaLink="false">https://humanresourcesmag.com/pita-pit-faces-eeoc-lawsuit-for-alleged-pregnancy-discrimination/</guid>
<description><![CDATA[The U.S. Equal Employment Opportunity Commission (EEOC) recently sued QSR Pita USA, Inc., which owns the Pita Pit restaurant franchise for alleged sex and disability discrimination. According to the lawsuit, a Pita Pit worker in Sioux Falls, South Dakota, was fired for asking to work from home to accommodate pregnancy-related nausea. According to the EEOC [...]
The post <a rel="nofollow" href="https://humanresourcesmag.com/pita-pit-faces-eeoc-lawsuit-for-alleged-pregnancy-discrimination/">Pita Pit Faces EEOC Lawsuit for Alleged Pregnancy Discrimination</a> appeared first on <a rel="nofollow" href="https://humanresourcesmag.com">Human Resources Mag</a>.
]]></description>
<content:encoded><![CDATA[<div>
The U.S. Equal Employment Opportunity Commission (EEOC) recently sued QSR Pita USA, Inc., which owns the Pita Pit restaurant franchise for alleged sex and disability discrimination. According to the lawsuit, a Pita Pit worker in Sioux Falls, South Dakota, was fired for asking to work from home to accommodate pregnancy-related nausea. According to the EEOC compliant, her pregnancy was called a “distraction” by management.
In its press release about Pita Pit, the EEOC also highlighted other pregnancy-related cases alleging sex discrimination in violation of Title VII. EEOC alleged sex discrimination in violate of Title VII of the Civil Rights Act and disability discrimination in violation of the Americans with Disabilities Act.
Prior to the work-from-home request, the employee had allegedly worked from home and hadn’t received any negative feedback about her performance.
Earlier this year, a Texas bar was ordered to pay $42,000 in relief to a fired bartender who allegedly faced pregnancy discrimination. Similarly, an assisted living facility in Minnesota agreed to pay $73,000 in relief after a manager discovered an employee’s pregnancy and allegedly launched a retaliation campaign.
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EEOC alleged sex discrimination in violate of Title VII of the Civil Rights Act and disability discrimination in violation of the Americans with Disabilities Act.
</div>
<h2 style="text-align: justify;">EEOC Charges: Alleged Pregnancy Discrimination at Pita Pit</h2>
The EEOC alleges that Pita Pit’s actions violated Title VII of the Civil Rights Act, which prohibits sex discrimination, including pregnancy-based discrimination, and the Americans with Disabilities Act (ADA), which mandates reasonable accommodations for pregnancy-related conditions. The employee’s request to work from home was reportedly denied, and her subsequent termination has sparked scrutiny of the company’s practices. The lawsuit also names Pita Pit’s shareholders and successor, BubbaMax LLC, signaling that corporate restructuring cannot shield employers from liability.
This case aligns with the EEOC’s heightened focus on enforcing the Pregnant Workers Fairness Act (PWFA), enacted in 2023 to ensure reasonable accommodations for pregnancy-related needs. The PWFA explicitly prohibits forcing employees onto leave when other accommodations, such as remote work or modified duties, are feasible. The Pita Pit case illustrates a potential violation of this mandate, as the employee’s request was allegedly dismissed without consideration. HR professionals must note that the PWFA applies to employers with 15 or more employees, making compliance a priority across industries.
The broader implications of this lawsuit are significant for HR leaders. Pregnancy discrimination remains a persistent issue, with the EEOC reporting numerous charges annually. Cases like Pita Pit’s highlight the need for robust policies that address accommodation requests promptly and fairly. HR teams should train managers to avoid stigmatizing language, such as calling a pregnancy a “distraction,” which can escalate legal risks. Moreover, fostering a culture of inclusion ensures that pregnant employees feel supported rather than marginalized.
<h2 style="text-align: justify;">Pregnant Workers Fairness Act: Accommodation Mandates</h2>
To mitigate risks, HR departments should review their accommodation processes, ensuring they align with federal laws like the PWFA, Title VII, and the ADA. Clear documentation of accommodation requests and decisions is essential to demonstrate compliance. Additionally, employers must recognize that liability extends beyond the corporate entity, as individual owners or successors may be held accountable, as seen in the Pita Pit case.
The Pita Pit lawsuit serves as a wake-up call for organizations to prioritize employee rights and HR compliance. By proactively addressing pregnancy discrimination and fostering equitable workplaces, companies can avoid costly litigation and build trust with their workforce. As the EEOC continues to champion pregnant workers’ rights, HR leaders must lead the charge in creating fair, inclusive environments.
Subscribe to The HR Digest for the latest HR news and employment updates. 
</div>
The post <a rel="nofollow" href="https://humanresourcesmag.com/pita-pit-faces-eeoc-lawsuit-for-alleged-pregnancy-discrimination/">Pita Pit Faces EEOC Lawsuit for Alleged Pregnancy Discrimination</a> appeared first on <a rel="nofollow" href="https://humanresourcesmag.com">Human Resources Mag</a>.
]]></content:encoded>
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<title>Nearly 9 in 10 small businesses in Canada feeling more positive about future of business: report</title>
<link>https://humanresourcesmag.com/nearly-9-in-10-small-businesses-in-canada-feeling-more-positive-about-future-of-business-report/</link>
<comments>https://humanresourcesmag.com/nearly-9-in-10-small-businesses-in-canada-feeling-more-positive-about-future-of-business-report/#respond</comments>
<dc:creator><![CDATA[staff]]></dc:creator>
<pubDate>Fri, 04 Jul 2025 17:00:14 +0000</pubDate>
<category><![CDATA[News]]></category>
<guid isPermaLink="false">https://humanresourcesmag.com/nearly-9-in-10-small-businesses-in-canada-feeling-more-positive-about-future-of-business-report/</guid>
<description><![CDATA[What’s behind the upswing in confidence?
The post <a rel="nofollow" href="https://humanresourcesmag.com/nearly-9-in-10-small-businesses-in-canada-feeling-more-positive-about-future-of-business-report/">Nearly 9 in 10 small businesses in Canada feeling more positive about future of business: report</a> appeared first on <a rel="nofollow" href="https://humanresourcesmag.com">Human Resources Mag</a>.
]]></description>
<content:encoded><![CDATA[What’s behind the upswing in confidence?
The post <a rel="nofollow" href="https://humanresourcesmag.com/nearly-9-in-10-small-businesses-in-canada-feeling-more-positive-about-future-of-business-report/">Nearly 9 in 10 small businesses in Canada feeling more positive about future of business: report</a> appeared first on <a rel="nofollow" href="https://humanresourcesmag.com">Human Resources Mag</a>.
]]></content:encoded>
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</item>
<item>
<title>Subscriber exclusive: Winners of Readers’ Choice Awards for 2025</title>
<link>https://humanresourcesmag.com/subscriber-exclusive-winners-of-readers-choice-awards-for-2025/</link>
<comments>https://humanresourcesmag.com/subscriber-exclusive-winners-of-readers-choice-awards-for-2025/#respond</comments>
<dc:creator><![CDATA[staff]]></dc:creator>
<pubDate>Fri, 04 Jul 2025 13:58:04 +0000</pubDate>
<category><![CDATA[News]]></category>
<guid isPermaLink="false">https://humanresourcesmag.com/subscriber-exclusive-winners-of-readers-choice-awards-for-2025/</guid>
<description><![CDATA[Prestigious report celebrates top vendors, consultants in Canada focused on HR
The post <a rel="nofollow" href="https://humanresourcesmag.com/subscriber-exclusive-winners-of-readers-choice-awards-for-2025/">Subscriber exclusive: Winners of Readers’ Choice Awards for 2025</a> appeared first on <a rel="nofollow" href="https://humanresourcesmag.com">Human Resources Mag</a>.
]]></description>
<content:encoded><![CDATA[Prestigious report celebrates top vendors, consultants in Canada focused on HR
The post <a rel="nofollow" href="https://humanresourcesmag.com/subscriber-exclusive-winners-of-readers-choice-awards-for-2025/">Subscriber exclusive: Winners of Readers’ Choice Awards for 2025</a> appeared first on <a rel="nofollow" href="https://humanresourcesmag.com">Human Resources Mag</a>.
]]></content:encoded>
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<item>
<title>The Truth About Group Medicare: Better Benefits, Lower Cost</title>
<link>https://humanresourcesmag.com/the-truth-about-group-medicare-better-benefits-lower-cost/</link>
<comments>https://humanresourcesmag.com/the-truth-about-group-medicare-better-benefits-lower-cost/#respond</comments>
<dc:creator><![CDATA[staff]]></dc:creator>
<pubDate>Fri, 04 Jul 2025 13:32:26 +0000</pubDate>
<category><![CDATA[Benfits]]></category>
<guid isPermaLink="false">https://humanresourcesmag.com/the-truth-about-group-medicare-better-benefits-lower-cost/</guid>
<description><![CDATA[We’re not sugarcoating it: retirement benefits in America are broken. As our workforce ages, too many employers cling to outdated benefit structures that drain budgets while leaving retirees confused, underserved, and anxious about healthcare costs. In this high-impact webinar, we will challenge everything you think you know about benefits for your aging and retired employees, [...]
The post <a rel="nofollow" href="https://humanresourcesmag.com/the-truth-about-group-medicare-better-benefits-lower-cost/">The Truth About Group Medicare: Better Benefits, Lower Cost</a> appeared first on <a rel="nofollow" href="https://humanresourcesmag.com">Human Resources Mag</a>.
]]></description>
<content:encoded><![CDATA[<div>
We’re not sugarcoating it: retirement benefits in America are broken. As our workforce ages, too many employers cling to outdated benefit structures that drain budgets while leaving retirees confused, underserved, and anxious about healthcare costs.
In this high-impact webinar, we will challenge everything you think you know about benefits for your aging and retired employees, especially the hidden potential of Group Medicare as a strategic advantage—not just a compliance checkbox.
What You Will Learn:
<ul>
<li>The Hidden Costs of Doing Nothing <img src="https://s.w.org/images/core/emoji/14.0.0/72x72/1f4b8.png" alt="💸" class="wp-smiley" style="height: 1em; max-height: 1em;" /> Why sticking with legacy retirement benefits harms your workforce strategy and bottom line.</li>
<li>Decoding Group Medicare <img src="https://s.w.org/images/core/emoji/14.0.0/72x72/1f50d.png" alt="🔍" class="wp-smiley" style="height: 1em; max-height: 1em;" /> What it is, how it works, and why it’s not your grandmother’s Medicare.</li>
<li>Future-Proofing Retirement Benefits <img src="https://s.w.org/images/core/emoji/14.0.0/72x72/1f510.png" alt="🔐" class="wp-smiley" style="height: 1em; max-height: 1em;" /> Practical strategies to support an aging workforce while aligning with your organizational mission, DEI commitments, and financial goals.</li>
<li>Retiree Experience as Employer Brand <img src="https://s.w.org/images/core/emoji/14.0.0/72x72/1f3c6.png" alt="🏆" class="wp-smiley" style="height: 1em; max-height: 1em;" /> How a thoughtful Group Medicare strategy can turn retirees into your organization’s most loyal ambassadors.</li>
</ul>
By 2030, 1 in 5 Americans will be over 65. Organizations that fail to adapt will lose experienced talent, overspend on healthcare, and erode trust. This isn’t just about benefits. This is about the future of work. If you’re ready to lead your organization into a new era of retiree benefits that align compassion with cost-effectiveness, join us.
<img src="https://s.w.org/images/core/emoji/14.0.0/72x72/1f4c6.png" alt="📆" class="wp-smiley" style="height: 1em; max-height: 1em;" /> September 17, 2025 at 9:30am PDT, 12:30pm EDT, 5:30pm BST

<div style="float: left; width:75px; font-size:80%; text-align:center; margin-left:30px; margin-right:20px"></div>
 This program has been pre-approved for 1 (HR General) recertification credit hour toward aPHR®, aPHRiTM, PHR®, PHRca®, SPHR®, GPHR®, PHRiTM and SPHRiTM recertification through HR Certification Institute® (HRCI®). 
<table style="width:100%">
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<td>
This publication is recognized by SHRM to offer Professional Development Credits (PDCs) for the SHRM-CP® or SHRM-SCP®. This program is valid for 1 PDC for the SHRM-CP® or SHRM-SCP®. For more information about certification or recertification, please visit www.shrmcertification.org.
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Please note that in order to receive the Activity IDs for HRCI and SHRM, you must be present during the live webinar for at least 50 minutes. Activity IDs cannot be provided to those who view the webinar recording.
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<title>Baazi Games appoints Vaibhav Bhandari as Chief Human Resources Officer —</title>
<link>https://humanresourcesmag.com/baazi-games-appoints-vaibhav-bhandari-as-chief-human-resources-officer/</link>
<comments>https://humanresourcesmag.com/baazi-games-appoints-vaibhav-bhandari-as-chief-human-resources-officer/#respond</comments>
<dc:creator><![CDATA[staff]]></dc:creator>
<pubDate>Fri, 04 Jul 2025 12:09:36 +0000</pubDate>
<category><![CDATA[Talents]]></category>
<guid isPermaLink="false">https://humanresourcesmag.com/baazi-games-appoints-vaibhav-bhandari-as-chief-human-resources-officer/</guid>
<description><![CDATA[Baazi Games, a leading force in India’s real-money skill gaming space, has announced the appointment of Vaibhav Bhandari as its new Chief Human Resources Officer (CHRO). The move marks a strategic addition to Baazi’s leadership team as the company accelerates into its next phase of growth and transformation. In his new role, Vaibhav Bhandari will [...]
The post <a rel="nofollow" href="https://humanresourcesmag.com/baazi-games-appoints-vaibhav-bhandari-as-chief-human-resources-officer/">Baazi Games appoints Vaibhav Bhandari as Chief Human Resources Officer —</a> appeared first on <a rel="nofollow" href="https://humanresourcesmag.com">Human Resources Mag</a>.
]]></description>
<content:encoded><![CDATA[<div id="story__content_46232">
Baazi Games, a leading force in India’s real-money skill gaming space, has announced the appointment of Vaibhav Bhandari as its new Chief Human Resources Officer (CHRO). The move marks a strategic addition to Baazi’s leadership team as the company accelerates into its next phase of growth and transformation.

In his new role, Vaibhav Bhandari will be responsible for leading the people strategy across all of Baazi Games’ platforms, which include PokerBaazi, SportsBaazi, CardBaazi, and Openplay. His focus will be on building a high-performance culture, driving leadership development, and aligning HR practices closely with the company’s evolving business objectives.
Baazi Games stated that, under Bhandari’s leadership, it is poised to further strengthen its people-first philosophy, enabling scale, agility, and cultural excellence across the organisation.
Vaibhav Bhandari brings over 20 years of rich experience in the gaming and technology sectors, having held impactful roles at Aristocrat Gaming, Aricent Technologies, and HCL Technologies. He brings to Baazi a deep understanding of strategic HR partnership, talent management, and organisational development, making him well-positioned to lead the company’s HR transformation during a time of rapid industry evolution.
A Gaming Ecosystem in Motion
India currently has over 600 million gamers, and Baazi Games has positioned itself at the centre of the skill-based real-money gaming (RMG) movement. The company sees the gaming ecosystem being shaped by a combination of smartphone penetration, affordable mobile data, and a digital-native population.
In this context, Baazi Games is not just keeping pace with industry growth—it is actively shaping the ecosystem, with a strong emphasis on compliance and responsible play. Through its platforms, the company is redefining how gaming is experienced and regulated in India.
Earlier this year, PokerBaazi—Baazi’s flagship offering—launched its biggest product upgrade of the year, which included:
<ul>
<li style="color: #000000; background-color: transparent; text-decoration: none;">
A Unity-powered desktop platform
</li>
<li style="color: #000000; background-color: transparent; text-decoration: none;">
An AI coaching tool named Baazi Sensei
</li>
<li style="color: #000000; background-color: transparent; text-decoration: none;">
A premium membership club
</li>
</ul>
These innovations reflect Baazi’s commitment to next-generation, player-first experiences, and reinforce its position as a leading innovator in India’s gaming landscape.
The company also leads initiatives like the National Poker Series, further contributing to the professionalisation of online gaming in India.
About Baazi Games
Founded in 2014, Baazi Games is one of India’s foremost real-money gaming companies. It operates across four major platforms: PokerBaazi, SportsBaazi, CardBaazi, and Openplay. The company focuses on skill-based gaming and is known for its emphasis on responsible play, compliance, and technological innovation.
With the addition of Vaibhav Bhandari to its leadership team, Baazi Games continues to invest in its people-first approach, ensuring that culture and capability remain core pillars of its long-term strategy.

Read full story

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The post <a rel="nofollow" href="https://humanresourcesmag.com/baazi-games-appoints-vaibhav-bhandari-as-chief-human-resources-officer/">Baazi Games appoints Vaibhav Bhandari as Chief Human Resources Officer —</a> appeared first on <a rel="nofollow" href="https://humanresourcesmag.com">Human Resources Mag</a>.
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<title>Cross-Training Employees To Support Scheduled Maintenance Efforts</title>
<link>https://humanresourcesmag.com/cross-training-employees-to-support-scheduled-maintenance-efforts/</link>
<comments>https://humanresourcesmag.com/cross-training-employees-to-support-scheduled-maintenance-efforts/#respond</comments>
<dc:creator><![CDATA[staff]]></dc:creator>
<pubDate>Fri, 04 Jul 2025 10:29:11 +0000</pubDate>
<category><![CDATA[Benfits]]></category>
<guid isPermaLink="false">https://humanresourcesmag.com/cross-training-employees-to-support-scheduled-maintenance-efforts/</guid>
<description><![CDATA[03 Jul Cross-Training Employees To Support Scheduled Maintenance Efforts Many organizations still depend heavily on a few specialized technicians to keep equipment operating. While this approach often feels efficient in the short term, it can lead to hidden vulnerabilities that disrupt business. If a key team member calls in sick or moves on, the maintenance [...]
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]]></description>
<content:encoded><![CDATA[<div>
<h2 itemprop="headings" class="entry_title">03 Jul<meta itemprop="interactionCount" content="UserComments: 0"> Cross-Training Employees To Support Scheduled Maintenance Efforts</h2>
Many organizations still depend heavily on a few specialized technicians to keep equipment operating. While this approach often feels efficient in the short term, it can lead to hidden vulnerabilities that disrupt business. If a key team member calls in sick or moves on, the maintenance backlog grows quickly, delaying production and driving up costs.
Unexpected absences can leave operations exposed to preventable downtime and reactive fixes that drain budgets. By cross-training employees, companies distribute critical knowledge and build a more resilient workforce that can step in confidently. With the right training and clear boundaries, teams can manage routine maintenance tasks consistently and keep essential equipment in top condition. Cross-training not only reduces risk but also creates an environment where employees feel invested and valued for their diverse contributions.
<h3 class="wp-block-heading">Designing an Effective Cross-Training Program</h3>
Building a successful cross-training program requires a thoughtful approach that aligns with your facility’s goals. It starts by documenting scheduled maintenance workflows to see where routine tasks can be shared without disrupting more advanced work.
Managers should look for employees who show interest and an aptitude for learning hands-on procedures. Training materials should be clear and visual, making it easy for team members to follow each step independently. Supervised practice reinforces lessons and gives employees a chance to build confidence under the guidance of experienced technicians.
Periodic assessments ensure everyone meets the expected standards before they perform tasks on their own. Maintaining detailed records of training progress allows managers to track development and address any gaps quickly. Over time, this structured approach builds skills systematically and ensures consistency across the maintenance team.
<h3 class="wp-block-heading">Why Relying Solely on Specialized Maintenance Staff Can Backfire</h3>
Relying only on a handful of experts may seem practical, but it limits flexibility and raises the stakes whenever something unexpected happens. When maintenance demands surge or a technician becomes unavailable, delays become unavoidable. Production schedules start to slip, and teams must scramble to find qualified support.
Over time, this dependence can frustrate employees and contribute to burnout, as specialists feel constantly under pressure to respond to every problem. In many facilities, this dynamic drives costs higher because reactive repairs are almost always more expensive than planned maintenance.
Cross-training employees offers a proactive solution by spreading knowledge across the workforce. When more people understand how to handle basic preventive tasks, maintenance becomes predictable and consistent, even if staffing changes. Organizations can maintain equipment uptime and avoid bottlenecks without sacrificing safety or quality.
<h3 class="wp-block-heading">How Cross-Training for Maintenance Increases Flexibility and Reduces Downtime</h3>
Cross-training empowers employees to step in confidently when maintenance needs arise, especially during times of high demand or unexpected absences. Instead of waiting for a specialist, cross-trained team members can complete essential preventive tasks and keep operations moving.
This approach makes scheduling easier because managers have more options to fill gaps without delaying work orders. Employees who learn new skills often feel more engaged, knowing their efforts help protect equipment and prevent costly downtime. Over time, these shared responsibilities build a culture of accountability that reinforces collaboration.
When technicians see coworkers capable of handling routine inspections, filter changes, or basic troubleshooting, they can focus on complex repairs that truly require their expertise. This balance keeps workloads manageable and ensures equipment receives timely care, ultimately strengthening reliability and performance.
<h3 class="wp-block-heading">Identifying the Right Skills to Cross-Train</h3>
Not every maintenance task should be delegated, so it’s important to identify which activities fit safely within a cross-training program. Simple procedures like basic lubrication, cleaning filters, or resetting alarms can be taught effectively without compromising safety.
Visual inspections also work well because they help detect early signs of wear before they become serious problems. When deciding what skills to include, managers should consider both the complexity of the task and the level of risk involved. Advanced repairs or highly technical adjustments still belong in the hands of trained specialists.
Clear guidelines help employees understand where their responsibilities begin and end, reducing confusion or overreach. By defining these boundaries from the start, organizations create a structured framework that supports consistent results and avoids any compromise in maintenance standards.
<h3 class="wp-block-heading">Motivating Employees to Participate in Cross-Training</h3>
Even the best-designed program will struggle if employees don’t feel motivated to engage. One way to inspire participation is to show how cross-training leads to career development and more job security.
Employees who broaden their skills often find new opportunities to advance within the organization. Recognizing achievements publicly and offering small incentives can also help reinforce the value of learning. Managers should communicate how cross-training supports everyone, reducing stress when workloads increase or staffing changes occur.
When employees understand that learning new tasks protects the team from disruption, they feel more invested in the outcome. Sharing stories of colleagues who have benefited from cross-training helps make the benefits feel real and attainable. Over time, this positive reinforcement builds enthusiasm and trust among employees, making employees eager to take part in the process.
<h3 class="wp-block-heading">Ensuring Consistency and Quality Across Teams</h3>
Maintaining high standards is essential when responsibilities expand beyond a small group of specialists. Consistency begins with clear procedures that outline exactly how each task should be completed.
Senior technicians play a crucial role by supervising early practice sessions and verifying that work meets expectations. Regular reviews and constructive feedback help employees fine-tune their skills and stay aligned with safety requirements. Rather than micromanaging every step, managers can focus on reinforcing good habits and addressing occasional mistakes before they become patterns.
Documentation also supports accountability, providing a record of completed tasks and any issues that needed correction. This transparency not only improves performance but also builds confidence across the team. With clear guidance and consistent oversight, cross-training becomes a reliable strategy that strengthens both capability and trust.
<h3 class="wp-block-heading">Measuring the Impact on Maintenance Performance and Efficiency</h3>
Tracking results is the only way to know whether cross-training investments pay off. Metrics like the time it takes to complete preventive tasks, the number of overdue work orders, and the frequency of emergency contractor use reveal how training affects performance.
Facilities that embrace cross-training often see faster response times and fewer delays when unplanned absences occur. Reduced reliance on outside contractors helps control costs and keeps maintenance spending predictable. Employee surveys can also provide valuable insight into engagement and satisfaction, as learning new skills tends to improve morale and reduce turnover. By collecting data regularly, managers can pinpoint areas for improvement and celebrate progress. Over time, these metrics show that cross-training does more than fill skill gaps—it builds a stronger, more resilient operation that benefits everyone.
<h3 class="wp-block-heading">Building a Resilient Maintenance Culture</h3>
Cross-training employees is not just a temporary fix for staffing shortages. It’s a strategic investment that transforms maintenance into a proactive, collaborative effort. By spreading essential knowledge across your team, you strengthen your operation’s ability to respond to challenges and protect equipment performance.
Employees who develop new skills feel more confident and valued, which improves engagement and retention. Clear procedures, consistent oversight, and thoughtful recognition create a foundation where shared responsibilities thrive. Over time, cross-training reduces downtime, controls costs, and builds trust among colleagues. As your organization grows, a well-trained, adaptable team will be ready to handle whatever comes next, making cross-training one of the most effective tools for long-term success.
<h3 class="wp-block-heading">Frequently Asked Questions</h3>
How long does it take to cross-train employees for basic maintenance tasks?
Most employees can become proficient in simple maintenance activities within four to eight weeks, depending on their prior experience and the complexity of your equipment.
Will cross-training employees compromise the quality of maintenance work?
No. When you combine clear procedures, structured practice, and oversight by experienced technicians, cross-training improves consistency without lowering standards.
What is the best way to track training progress and performance?
Many companies use CMMS platforms or digital training logs to document skills, monitor certifications, and verify that employees meet competency requirements before taking on new responsibilities.
<h3 class="wp-block-heading">About The Author</h3>
Daniel Martin loves building winning content teams. Over the past few years, he has built high-performance teams that have produced engaging content enjoyed by millions of users. After working in the Aviation industry for ten years, today, Dani applies his international team-building experience at organiclinkbuilders.com to solving his client’s problems. Dani also enjoys photography and playing the carrom board.
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<title>UPS Offers Voluntary Buyout Packages, but Teamsters Resist the Deal</title>
<link>https://humanresourcesmag.com/ups-offers-voluntary-buyout-packages-but-teamsters-resist-the-deal/</link>
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<pubDate>Fri, 04 Jul 2025 08:55:30 +0000</pubDate>
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<description><![CDATA[Job cuts have hit UPS workers at an unprecedented level, but there is a spark of hope for some workers to leave of their own volition. Parcel delivery firm UPS is offering voluntary buyouts in 2025, giving workers the opportunity to accept the deal and leave their jobs. The Teamster Union was the first to [...]
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<content:encoded><![CDATA[<div>
Job cuts have hit UPS workers at an unprecedented level, but there is a spark of hope for some workers to leave of their own volition. Parcel delivery firm UPS is offering voluntary buyouts in 2025, giving workers the opportunity to accept the deal and leave their jobs. The Teamster Union was the first to bring the matter to light, and unsurprisingly, they are primarily enraged by the move. Teamsters’ reaction to the buyout has been one of anger, as they referred to it as an “illegal violation” of the national contract, which had required the organization to create 22,500 jobs, not eliminate just as many roles.
The UPS buyout news in July doesn’t come as a shock, as the company had previously announced plans to cut 20,000 roles and close 73 facilities to scale down its operations. The decision to lay off workers at UPS was announced as a direct result of the company’s plans to sever ties with its biggest customer, Amazon. The UPS voluntary buyouts for the drivers are reportedly the first instance of such a dealing in its 117-year history, making this a monumental moment in the organization’s legacy.
<div id="attachment_38225" style="width: 1010px" class="wp-caption alignnone"><img post-id="25702" fifu-featured="1" fetchpriority="high" fetchpriority="high" decoding="async" aria-describedby="caption-attachment-38225" class="size-full wp-image-38225" src="https://www.thehrdigest.com/wp-content/uploads/2025/07/UPS-voluntary-buyouts.jpg" alt="UPS voluntary buyouts" width="1000" height="600" srcset="https://www.thehrdigest.com/wp-content/uploads/2025/07/UPS-voluntary-buyouts.jpg 1000w, https://www.thehrdigest.com/wp-content/uploads/2025/07/UPS-voluntary-buyouts-300x180.jpg 300w, https://www.thehrdigest.com/wp-content/uploads/2025/07/UPS-voluntary-buyouts-768x461.jpg 768w" sizes="(max-width: 1000px) 100vw, 1000px">
UPS’ voluntary buyout offer is facing union resistance as the organization attempts to scale down is operations. (Image: Freepik)
</div>
<h2 style="text-align: justify;">UPS Voluntary Buyouts in 2025—What We Know So Far</h2>
United Parcel Service employs around 330,000 full-time and part-time employees, and provides one of the most comprehensive networks of delivery drivers across the country. Unfortunately, due to rising labor costs and a decline in the active demand for its services, the business is now looking to cut down on its extensive network and reposition itself in the market with a smaller workforce on call.
The UPS voluntary buyouts being offered in 2025 represent the first time the company has made such a move, but troubling times have come calling, and job cuts appear to clear the path forward for the business. The terms of UPS’ buyout package have not been made public, so it’s unclear just how much is being offered to those who leave voluntarily. 
All we know is that as part of the company’s “largest network reconfiguration” ever, full-time drivers will have the opportunity to agree to the terms of the “generous financial package” and make a gracious exit if they prefer. Reuters reports that the buyout package will be provided in addition to any earned retirement benefits offered, including pension and healthcare services.
<h3 style="text-align: justify;">As UPS Drivers Are Offered an Early Exit, the Teamsters Union Stands Against It</h3>
From the outside looking in, the UPS voluntary buyout packages for 2025 appear to be a good deal for workers who don’t want to wait around and see if they get culled by the cuts. Even without knowing the specifics of the deal, it’s clear that the UPS drivers who are offered an early exit could take the deal and retirement benefits and focus on their family as they plan out their next move. So why is the Teamsters’ reaction to the buyout so negative?
The Teamsters union doesn’t appear to be upset exclusively by the terms of the offer, but more frustrated by UPS’ decision to renege on commitments made during contract negotiations. The business had previously committed to creating 22,500 full-time jobs with existing part-time workers and 7,500 additional full-time jobs in the final years of the 2023 contract. Now, the company is instead cutting 20,000 jobs to keep its business prospects up.
“UPS is trying to weasel its way out of creating good union jobs here in America by dangling insulting buyouts in front of Teamsters drivers,” Teamster General President Sean M. O’Brien said in a statement recently. 
“UPS is obligated to establish tens of thousands of new full-time jobs under the agreement. But CEO Carol Tomé and UPS’s corporate managers are hoping that if they offer paltry severance packages to enough workers, no one will notice the company is setting the union’s contract on fire. UPS Teamsters work too damn hard to be treated with such disrespect,” he continued.
<h3 style="text-align: justify;">Will the UPS Buyout Package See Any Takers?</h3>
The UPS voluntary buyout packages are expected to be met with great resistance from the Teamsters Brotherhood, with the union leader committing to fighting the offer extended to workers. “Our members cannot be bought off, and we will not allow them to be sold out. The Teamsters are prepared to fight UPS on every front with every available resource to shut down this illegal buyout program,” O’Brien explained in the released statement.
In the long term, workers who are part of the union could benefit more from extended employment that the union fought for and ratified, over whatever payout they receive from the buyout. UPS’ decision to proceed with the layoffs has been seen as an “illegal” violation of the terms of the contract, with the company attempting to eliminate workers rather than adhere to the demands that were agreed on earlier. 
Some workers may be willing to accept the terms of the buyout, but UPS has a battle in store for it if it fails to work with the Teamster Brotherhood. It is unclear if their resistance will be able to lead to concrete results, but the union does not appear to be willing to go down without a fight, actively encouraging its members to reject the “illegal and insulting buyout.”
Subscribe to The HR Digest for more insights into the ever-evolving landscape of work and employment. 
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<title>Tenon Group appoints Amit Srivastava as Group Head – Human Resources —</title>
<link>https://humanresourcesmag.com/tenon-group-appoints-amit-srivastava-as-group-head-human-resources/</link>
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<pubDate>Fri, 04 Jul 2025 08:06:32 +0000</pubDate>
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<description><![CDATA[Tenon Group, a provider of integrated security, facility management, and remote monitoring & e-surveillance services with a presence across India, the UK, Singapore, and Germany, has appointed Amit Srivastava as Group Head – Human Resources of Tenon Group. A seasoned HR leader with over 23 years of experience, Srivastava brings deep expertise in strategic business [...]
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]]></description>
<content:encoded><![CDATA[<div id="story__content_46226">
Tenon Group, a provider of integrated security, facility management, and remote monitoring & e-surveillance services with a presence across India, the UK, Singapore, and Germany, has appointed Amit Srivastava as Group Head – Human Resources of Tenon Group.

A seasoned HR leader with over 23 years of experience, Srivastava brings deep expertise in strategic business partnering, talent management, employee engagement, succession planning, change management, and HR transformation. His appointment comes at a pivotal time as Tenon Group continues to expand its footprint and invest in building a future-ready workforce aligned with its vision for growth.
As Group Head – HR, he will steer initiatives focused on employee experience, talent acquisition, organisational development, and talent management. His leadership will be instrumental in shaping a progressive, people-first culture at Tenon.
Srivastava’s professional journey spans reputed organisations such as Genpact, Hewitt Associates, Dell, Flipkart Internet, and ARTL, where he has made significant contributions to building high-impact HR ecosystems. His strategic thinking and hands-on leadership style make him a valuable addition to the Tenon leadership team.
Commenting on the appointment, Major Manjit Rajain, Global Chairman, Tenon Group, said, “We are delighted to welcome Amit to the Tenon family. His extensive experience across geographies and industries, and his deep understanding of the evolving HR landscape, will play a key role in strengthening our talent strategy and building a high-performance culture across the Group.”
“I look forward to contributing to its people vision by nurturing talent, fostering inclusion, and driving strategic HR initiatives that support the Group’s long-term goals,” said Srivastava.

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<title>Wipro and Tech Mahindra salaries fall—are lower-cost hires reshaping IT pay? —</title>
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<pubDate>Fri, 04 Jul 2025 06:05:04 +0000</pubDate>
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<description><![CDATA[For the first time in eight years, India’s fourth and fifth-largest IT service providers—Wipro Ltd and Tech Mahindra Ltd—have simultaneously reported a decline in median employee pay, despite increasing their headcount in the financial year 2024–25 (FY25). According to a detailed report published by Livemint on 3 July 2025, the median remuneration at Wipro fell [...]
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For the first time in eight years, India’s fourth and fifth-largest IT service providers—Wipro Ltd and Tech Mahindra Ltd—have simultaneously reported a decline in median employee pay, despite increasing their headcount in the financial year 2024–25 (FY25).

According to a detailed report published by Livemint on 3 July 2025, the median remuneration at Wipro fell by 0.6%, while Tech Mahindra recorded a steeper decline of 6.52% in annual median pay. The shift marks a notable reversal from the usual upward trend seen in India’s IT compensation landscape and is being closely analysed for what it reveals about emerging workforce strategies.
At Wipro, the median salary stood at ₹9.78 lakh (approximately $11,000), as per the company’s annual report for FY25. Meanwhile, Tech Mahindra reported a median salary of ₹18.3 lakh for men and ₹15.4 lakh for women employees. Median salary represents the midpoint of the salary distribution, meaning half of the employees earned above this amount and half earned below.
While both companies expanded their workforce during the fiscal year, the drop in median pay underscores the changing structure of talent acquisition. These hiring patterns are likely part of wider efforts to optimise operating margins, especially at a time when the IT sector is under pressure due to macroeconomic challenges, changing client demand, and the cost of investing in technologies like artificial intelligence and automation.
The Livemint report notes that this is the first such simultaneous drop in median pay since FY17. Individually, Tech Mahindra has reported a median salary decline in six of the last ten years, while Wipro has seen such a fall on three occasions over the same period. Notably, Wipro’s median pay figure excludes whole-time directors.
In contrast to Wipro and Tech Mahindra, top-tier Indian IT firms—Tata Consultancy Services (TCS) and Infosys—reported salary increases for FY25. According to their annual reports, TCS raised median employee pay by 6.3%, while Infosys recorded a 9.6% increase. These figures further highlight the divergence in salary strategies across the industry.
One firm yet to disclose its FY25 data is HCL Technologies, the country’s third-largest software services provider. However, Livemint notes that HCLTech remains the only one among India’s top five IT firms that has never reported a decline in median pay.
The timing of these changes coincides with an era where the profitability of traditional IT service providers has come under strain. Companies are exploring multiple ways to sustain margins, including by flattening management structures, reducing non-essential costs, and revisiting compensation frameworks.
This year’s numbers also reflect broader concerns over employee satisfaction and career progression, particularly in firms where the addition of junior-level staff could increase competition and slow down the growth trajectory for mid-level professionals. At the same time, investors may welcome these cost-control measures as part of prudent financial management.
Emails sent by Livemint to Wipro and Tech Mahindra for comments on the matter went unanswered at the time of publication.
While both companies continue to recruit and invest in talent, the decline in median pay raises questions about the long-term impact on employee morale, retention, and upskilling, especially as industry leaders like TCS and Infosys continue to reward employees more generously.

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<title>Microsoft cuts 830 jobs in first wave of planned 9,000-role layoffs —</title>
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<pubDate>Fri, 04 Jul 2025 04:02:27 +0000</pubDate>
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<description><![CDATA[Microsoft has laid off 830 employees across its home state of Washington, as part of a broader global downsizing affecting approximately 9,000 workers. The move, aimed at reducing redundancies and shifting focus to more strategic priorities, was first reported by CNBC on 3 July, citing internal company filings and a source familiar with the matter. [...]
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<content:encoded><![CDATA[<div id="story__content_46219">
Microsoft has laid off 830 employees across its home state of Washington, as part of a broader global downsizing affecting approximately 9,000 workers. The move, aimed at reducing redundancies and shifting focus to more strategic priorities, was first reported by CNBC on 3 July, citing internal company filings and a source familiar with the matter.

The layoffs impact a wide array of roles across multiple business units. According to a document Microsoft submitted to Washington state employment officials, affected employees include nearly a dozen game design professionals, three audio designers, two mechanical engineers, one optical engineer, and one lab technician. The Microsoft Research division was also hit, with five individual contributors and one manager among those made redundant.
Further job losses occurred in the company’s legal and hardware divisions, with 10 lawyers and six hardware engineers laid off, according to the filing seen by CNBC. A government affairs staffer based in Washington was also among those let go.
In its report, CNBC quoted an unnamed source familiar with Microsoft’s internal plans who said the company aimed to eliminate overlapping roles and encourage employees to embrace new technologies and work in more impactful ways. While the source declined to be named due to the private nature of the discussion, the insights underscore a wider restructuring underway at the company.
The job cuts come amid an ongoing shift in Microsoft’s business priorities. In the sales division, the company laid off 16 customer success account managers, 28 staff in sales strategy enablement, and five employees in sales compensation, according to the same state filing. Meanwhile, 17 roles in cloud solution architecture—a key area of growth for Microsoft—were also eliminated in Washington.
These cuts raise eyebrows as they affect parts of the business tied to Microsoft’s most lucrative segment: cloud computing. The company’s Azure and cloud services division has been its fastest-growing area, with revenue driven largely by usage-based customer spending. Despite this momentum, the company appears to be tightening resources, perhaps in an effort to improve profit margins amid economic uncertainty.
Microsoft has not issued a public statement regarding the layoffs in Washington. Chief Executive Officer Satya Nadella has remained silent on the cuts, and the company did not immediately respond to CNBC’s request for comment. However, during Microsoft’s quarterly earnings call in April, Chief Financial Officer Amy Hood stated that the company had placed a “focus on cost efficiencies” during the March quarter—a signal of the financial discipline shaping the firm’s current strategy.
Social media platforms have since seen an outpouring of posts from former Microsoft employees, particularly video game developers and sales personnel, announcing their departures. The cuts come just months after Microsoft reported that Xbox content and services revenue grew by 8%, which was notably below the company’s overall revenue growth of 13%, as highlighted by CNBC.
Although the layoffs affect only a fraction of Microsoft’s global workforce—which exceeded 220,000 employees at last count—they reflect a broader trend in the technology sector. Major firms are reevaluating resource allocation, particularly in areas where automation, AI, or platform efficiencies can offset human labour.

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