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DRDO to showcase Nari Shakti & indigenous critical systems & technologies during Republic Day Parade 2024

New Delhi: DRDO is set to showcase Nari Shakti and its indigenous critical systems and technologies during the 75th Republic Day Parade at Kartavya Path on January 26, 2024. The tableau, themed around “Women power in protecting the nation,” will highlight women’s significant contributions in core areas of Defence Research. The display includes various cutting-edge systems like MPATGM, ASAT Missile, Agni-5, VSHORADS, NASM-SR, HELINA, QRSAM, Astra, Tejas, ‘Uttam’ AESAR, ‘Shakti’ EW System, Cyber Security systems, Command Control Systems, and the Semi Conductor Fabrication Facility.

Smt Sunita Devi Jena will lead the contingent, showcasing the nation’s achievements, including the breakthrough ASAT Missile used in Mission Shakti. The Agni-5 ballistic missile, MPATGM, NASM-SR, and VSHORADS highlight India’s prowess in missile technology. Other systems like QRSAM, ASTRA, LCA Tejas, and ‘Uttam’ AESAR Radar demonstrate the country’s advanced air defense capabilities.

The parade will also feature Pinaka, Nag Missile System, mobile bridging system ‘Sarvatra,’ MRSAM, Weapon Locating Radar ‘Swathi,’ and a flypast by Indian Air Force, featuring LCA Tejas and AEW&C developed by DRDO. Emphasizing ‘Aatmanirbhar Bharat,’ DRDO collaborates with various stakeholders, including academia, industry, MSMEs, start-ups, and Services, in developing state-of-the-art defense systems.

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CSIR-Human Resource Development Centre signs MoUs with four Sector Skill Councils

New Delhi: In a significant move toward advancing skill development in India, the CSIR-Human Resource Development Centre (CSIR-HRDC), based in Ghaziabad, Uttar Pradesh, has entered into collaborative agreements with four Sector Skill Councils (SSCs). These councils include the Agriculture Skill Council of India (ASCI), Capital Goods & Strategic Skill Council (CGSSC), Hydrocarbon Sector Skill Council (HSSC), and Life Sciences Sector Skill Development Council (LSSSDC).

The Memorandum of Understanding (MoUs) aims to foster cooperation between CSIR and the Indian industry, creating an environment conducive to enhancing employability and entrepreneurial opportunities for the country’s youth.

The CSIR has been actively engaged in skill development since the launch of its “CSIR Integrated Skill Initiative” in 2016. This national-level program seeks to equip individuals, ranging from school dropouts to graduates and doctorates, with essential technological skills. CSIR has successfully trained over 1.50 lakh individuals through 4500+ skill-based training programs, addressing the critical need for technical expertise in the face of advancing technology. The collaboration with SSCs is expected to further strengthen the skill ecosystem by facilitating joint programs, knowledge exchange, and shared services, ultimately empowering Indian youth to excel in the global job market.

 

Tags: Education

President of India Inaugurates Kaushal Bhavan

New Delhi: The President of India, Smt Droupadi Murmu, officially opened Kaushal Bhawan, a recently completed edifice of the Ministry of Skill Development and Entrepreneurship.

The event was also graced by the esteemed presence of Shri Dharmendra Pradhan, Union Minister, Education and, Skill Development and Entrepreneurship; Shri. Rajeev Chandrasekhar, Minister of State, Skill Development and Entrepreneurship and Electronics and Information Technology and Jal Shakti and Shri Atul Kumar Tiwari, Secretary, Skill Development and Entrepreneurship.

The inauguration event featured the President exploring exhibition stalls organized by beneficiaries of various government initiatives, including PM Vishwakarma, PM JANMAN, SANKALP, and PMKVY. Engaging with these initiatives’ participants, the President aimed to gain insights into their experiences.

The foundation stone of Kaushal Bhawan was laid in March 2019 and is designed to serve as office space for the Ministry and its affiliated organizations, namely the Directorate General of Training, the National Council for Vocational Education and Training, and the National Skill Development Corporation. This modern office complex, equipped with cutting-edge facilities and infrastructure, strives to create a secure, convenient, and efficient workspace. The objective is to foster a new work culture and contribute to the success of the Skill India Mission.

“Grateful to Hon. President Droupadi Murmu ji for inaugurating the #KaushalBhawan. Kaushal Bhawan, the state-of-the-art office of @MSDESkillIndia with sustainable design practices, will facilitate greater convergence of the skilling ecosystem, inspire all of us to take skill development to new heights and make skilling a key driver of people empowerment as well as Viksit Bharat,” Pradhan posted on X, formerly known as Twitter.

 

This story has been sourced from PIB.

Tags: Governance

Navigating the Future: A Deep Dive into Hyper-Personalization with Alok Singh, Chief General Manager at Starshine Mfg. Co. Pvt. Ltd.

New Delhi: Hyper-personalization in the retail industry has emerged as a transformative strategy, tailoring the customer experience to individual preferences and behaviors. While it holds immense potential for enhancing customer satisfaction and loyalty, retailers often grapple with challenges during implementation. Common hurdles include data privacy concerns, managing vast datasets, and striking the right balance between personalization and intrusiveness.

Overcoming these challenges requires a thoughtful approach, incorporating robust data governance, transparency, and customer consent mechanisms. Generative AI further amplifies this trend, enabling retailers to create dynamic, personalized content that resonates with customers both online and offline. The omnichannel retail experience, fueled by generative AI, seamlessly integrates various touchpoints, offering customers a cohesive and personalized journey across physical and digital channels. As retailers navigate this landscape, mastering hyper-personalization becomes pivotal in delivering a superior and holistic customer experience. In this regard, Mansi Gupta, ObserveNow interacted with Alok Singh, Chief General Manager, Starshine Mfg. Co. Pvt. Ltd.

Here are a few excerpts from the interview:

How do you define hyper-personalization in the context of the retail industry?

These days, brands are also using technology to increase retail customization. To deliver the highest level of customer pleasure, merchants today combine offline and online data to create a comprehensive single consumer profile, thanks to the widespread use of artificial intelligence, machine learning, and predictive analytics. The way consumers act and shop will completely shift by 2022 and beyond. Convenience and interactive experiences will complement consumer preferences as the world opens up again, and consumers already want and will begin to anticipate a better omnichannel experience from retail businesses.

Can you provide examples of successful hyper-personalization strategies implemented by retailers?

The emergence of the metaverse and retail businesses’ positioning around it can serve as a futuristic illustration of this. Global merchants have purchased real estate in the metaverse to open stores, including Louis Vuitton, Adidas, Burberry, Gucci, Tommy Hilfiger, and Nike. This results in a decrease in customer churn, an increase in the number of products in the checkout basket, and an increase in customer lifetime value. According to BCG’s personalization matrix research, shops that implemented this strategy have consistently witnessed a 25% increase in sales.

What challenges do retailers commonly face when implementing hyper-personalization, and how can they overcome these challenges?

The most difficult part of hyper-personalization is getting enough precise consumer data and then having the tools to do the right analysis. To provide more relevant messages via emails or other marketing methods, businesses must find patterns within their clientele. Organizations handling personal data must also abide by regulatory laws. Marketing with extreme customization takes time. As a result, companies need to commit enough resources to develop unique campaigns for every market or client. Predictive analysis, AI-driven client profiles, automated consumer segmentation, and tailored product recommendations can all help address these issues. Through the utilization of AI-powered algorithms, companies can obtain knowledge about consumer behavior and determine which goods or services are best appropriate for any individual. This allows them to deliver more meaningful experiences tailored to each consumer’s unique needs and preferences.

How do you see generative AI impacting the retail customer experience, both online and offline?

In the world of retail, Generative AI technology is a game changer. The competitive nature of the retail industry means businesses face the challenge of keeping pace with rapidly changing consumer expectations and market dynamics. One solution being explored by many retailers is Artificial intelligence (AI), particularly Generative AI — an advanced algorithm that generates new data from existing data while learning patterns and producing outputs that mimic human creativity and decision-making.  This can be achieved by using GAI for tailored product suggestions as consumers demand personalized content experiences in both online and offline stores. They can increase customer engagement by offering enhancements in search quality, customization, efficiency, and personalization, this technology creates a streamlined shopping experience that can increase conversion rates and average transaction values for businesses. Enhancing supply chain efficiency as communication is the key in every aspect of business operations. Large language models can enhance both human-to-human and human-to-machine interactions significantly.

Are there specific areas within retail operations where generative AI is particularly effective?

Generative AI can speed up product innovation and facilitate the faster launch of new products onto the market. Designers can use it to explore new design concepts, generate innovative ideas, and streamline their workflow. Generative AI for retail can also optimize shelf space in stores using the data of sales, product turnover rates, and customer preferences to recommend the best allocation of products on the shelves. It can further help determine the specific needs of a particular store and choose an optimal layout. Automating the process of generating unique and engaging product descriptions is another task-generative AI ace. 

From your perspective, what defines a truly omnichannel retail experience?

Retailers that use omnichannel retail engage customers through a variety of digital and physical contact points. Applications and data travel through various channels with the customers. As a result, the entire experience is consistent and true to the brand. With this knowledge in hand, major companies are now utilizing an omnichannel shop as part of their media plan in addition to other in-person events to increase their consumer audiences’ reach, exposure, and effect. To create an omnichannel consumer experience, every touch point needs to adhere to a consistent approach and be viewed as component of a larger journey. 

Are there emerging trends in the retail industry related to hyper-personalization, generative AI, or omnichannel strategies that you find particularly noteworthy?

GAI is a powerful tool for analyzing consumer spending trends. Some items move around on the sales floor more than others at different times of the year. To ensure that quantities are kept up to date, you need to audit items regularly. Combined with demand forecasting models, you can use AI algorithms to plan inventory reductions and increases according to forecasted changes in demand. Chatbots are typically associated with business-to-consumer interactions, but Wal-Mart has taken a different approach. The major retailer uses a GAI chatbot to negotiate prices and terms with product suppliers. GAI recommendation systems can be built using different approaches. The recommendations can be delivered to customers using omnichannel, such as personalized emails, on-site product suggestions, mobile app notifications, or targeted advertisements.  GAI unifying offline and online fronts is an omnichannel strategy, sometimes called a “phygital” approach. By integrating in-store and online experiences, consumers will find their shopping sessions more consistent.

What do you envision as the future of customer experience in the retail industry, considering advancements in technology and changing consumer behaviors?

Omnichannel- customers interact with companies using different channels so there is no particular channel; it is one customer base that interacts across all available channels. E-commerce will see a boom. More traction on mobile commerce. There is Facebook commerce where you can buy or sell on a single social media platform and check out from it too. We will see cloud computing becoming the most important pillar for the future retail industry. Augmented reality will see a surge that will allow consumers to experience the products with convenience before buying. Internet of Things will help in auto-checkout from physical stores and also help the store layout by analyzing consumer behavior in their physical store.

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‘ONGC DARPAN’ Inaugurated by Hardeep Singh Puri

New Delhi: Hardeep Singh Puri, the Minister for Petroleum and Natural Gas, officially opened ONGC’s advanced digital Corporate Visualization Center called ‘ONGC DARPAN’.

This cutting-edge facility is designed to oversee the real-time operations of ONGC’s oil and gas wells, including offshore drilling units. The inauguration ceremony was attended by Pankaj Jain, Secretary to the Minister for Petroleum and Natural Gas, along with Rajesh Kumar Singh, Secretary of DPIIT, and Arun Kumar Singh.

This unique digital hub allows centralized monitoring of data, minimizing the need for human intervention, reducing downtime, optimizing operations, and supporting predictive maintenance.

Tags: Governance

Whispers of Freedom: Rethinking the Girl Child Education Paradigm

New Delhi: Embedded in the diverse landscape of our social structure, a silent struggle persists—one that denies countless young girls the key to unlocking their true potential. This is not just an account of personal experiences but just a glimpse into a small subset of the 130 million out-of-school girls in India. The Sustainable Development Goals set by the United Nations provide an ambitious target to achieve by the year 2030. We aim to ensure universal primary and secondary education, with a focus on eliminating gender disparities globally. How deeply have the principles of SDG4 permeated our education policies, and in the lived realities of those I’ve worked with, to what extent have we translated global aspirations into local, transformative change? 

As a female born in India and with more than a decade of working closely with marginalized communities of our country, this article serves as a poignant reflection of my lived experiences, offering a sneak peek into the real-life stories that underlie some of these sobering realities. 

At the heart of this account lies my mother’s story. Hemlata (name changed for confidentiality), a powerhouse of potential in academics, sports, and arts, who relinquished her dreams due to early marriage, succumbing to societal pressures of a state known for its ‘Balika Vadhus’. Despite the unfulfilled aspirations, she invested her energy in raising me, imparting the values of freedom, ambition and societal change. She would always say, “Pursue your aspirations, dress the way you want to, and embrace your freedom, because you are free! Don’t let anybody tell you otherwise.” The fire to kindle change was stoked by my mother’s unfulfilled dreams, halted by an early marriage. Her aspirations became my inspiration and motivated me to join Teach for India as a Fellow, steering my mission to serve those deprived of opportunities. 

In 2016, during my Fellowship, as a teacher to 45 children from the slums of Worli, Mumbai, I encountered the stark realities faced by girls like Yagini (name changed for confidentiality). One afternoon, Yagini did not show up for class. After repeated calls for several hours, her mother finally picked up the call and said “She has spoilt our name, I have lost all faith in her. We will get her married. She will not come to school anymore.” After inquiring further, I got to know that Yagini had made a male friend during her recent visit to her native place and she was just chatting with him. This was an indication for her family that they are now losing ‘control’ over her so they should get her married, to not let any obstacles come in the way of their ‘responsibilities’ in the future. What did Yagini have to say in all this? “Didi (sister- as she addresses me), I have so much more to learn and create in my life. I will do whatever my parents ask me to, please get me out of these marriage discussions.” I was appalled at the consequences this 12-year-old had to see for a mere friendship. 

My stint at Teach for India, allowed me to meet children with boundless potential who hold aspirational dreams for themselves. Unfortunately, the socio-economic divide makes these dreams tougher to realize. As for young girls like Yagini, are constantly challenged by the patriarchal limitations that society imposes on them. At the intersection of gender and the existing challenges of the low-income section of society, girls like Yagini are victims of double marginalization. Gender plays a significant role in shaping the roles they have to take up, women in India struggle to shed the remains It took a series of counseling conversations to change their parent’s mind. Today, Yagini is in college and also teaches other Teach For India children in her alma mater as a volunteer. 

A year ago, I transitioned to working with rural India in the capacity of my new role as a Program Partner at Teach for India. This gave me the golden opportunity to work closely with Swati Singh, Founder and Director of Muheem a thriving NGO in rural Uttar Pradesh. Muheem is challenging the status quo of inequity based on caste and gender while working closely with the marginalized communities in Uttar Pradesh. One such community spread across several villages of Uttar Pradesh has an overall literacy rate of 3%, plummeting to 1% for women, as per the latest census. Picture this through Kavita’s life (name changed for confidentiality). A 15-year-old, who has never been to school. Growing up for her has been about household chores and safeguarding herself, ‘taaki woh gandhi na ho jaaye’ (So that she doesn’t get impure) as per her family. ‘She’s grown up, get her married before it’s too late!’ her parents contemplated early marriage. 

From Hemlata to Yagini to Kavita, 30 years later, young girls in India are yet battling to earn the right to choose for their lives. Their stories aren’t just isolated incidents that show the intersection of social issues with the denial of the basic right to education in our country. The prevalence of girl-child marriage in India continues to remain a significant concern. With the start of Muheem’s Paathshala Program- A Community open learning space, Kavita finally began to learn to write her name and grasp basic calculations in the Paathshala. Seeing her competencies in sports and leadership, Muheem offered Kavita a job as an assistant Sports Teacher. Since she now brings earnings for the family, her family has decided to postpone the thought of getting her married for some time. Kavita dreams of becoming a leader in Muheem, who empowers many other girl children from Paathshalas and pulls them out of the gambit of early marriage. 

According to UNICEF, progress has been made in India towards achieving gender parity in primary education. However, challenges persist at higher levels of education, and dropout rates for girls tend to increase as they advance through the educational system. As per the 2011 census, the female adult literacy rate in India is at 59℅.  The stories woven together in this narrative illustrate the struggles, triumphs, and untapped potential of girl children in India. While urban and rural settings differ, the common thread is the battle against societal expectations that threaten to stifle dreams. What is also common in these stories is each one of these girls has a mentor who believes in them and empowers them to move forward while embracing their freedom and accessing their rights. As we celebrate the victories of Hemlata, Yagini, Kavita, and myself, let these stories serve as a clarion call for action. Girl child education is not just a moral imperative; it is an investment in a brighter, more equitable future. It’s time to collectively strive toward a world where every human, regardless of their gender, caste, class,  creed, or any other diversity has the opportunity to dream, learn, and lead. The journey may be challenging, but the destination is one where every girl child stands as a beacon of hope and change.

 

Author: Neha Gujar, Program Partner, TFIx, a Teach For India Initiative

 

Disclaimer: The views expressed in this article are solely those of the author and do not necessarily reflect the opinions or policies of ObserveNow Media. The author is solely responsible for ensuring the accuracy, completeness, and validity of the information presented, encouraging readers to independently verify and seek professional advice if needed.

 

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CCI Greenlights Merger: Fincare and AU Small Finance Banks Set to United

New Delhi: In a significant development, the Competition Commission of India (CCI) has approved the merger between Fincare Small Finance Bank Limited (Fincare) and AU Small Finance Bank Limited (AU). The amalgamation will see AU emerge as the surviving entity, with shareholders of Fincare receiving shares in the newly formed institution.

AU, a banking entity, offers a spectrum of personal and commercial banking services, ranging from deposits, loans, and digital banking to institutional banking and foreign exchange transactions. Additionally, AU extends its reach into ancillary functions, including the distribution of insurance and investment products.

On the other hand, Fincare, a notable banking player, specializes in deposit services such as savings and fixed deposits, microfinance, and digital banking. The merger marks a strategic move that aims to leverage the strengths of both institutions, creating a more formidable presence in the banking sector.

Tags: BFSI

Reshuffle in Madhya Pradesh Government, 12 IAS Officers transferred

New Delhi: According to a recent directive issued by the Government of Madhya Pradesh, a reshuffle has been made in the administrative department in which a total of 12 IAS Officers have been transferred and appointed to new roles.

Dr Rajesh Rajora, IAS (1990) formerly the Additional Chief Secretary in the Home Department, has been reassigned as the Vice Chairman of Narmada Valley Development Authority, focusing on Narmada-related affairs.

SN Mishra, IAS (1990) also from the 1990 batch, has been appointed the Agriculture Production Commissioner, transitioning from his previous position as Vice Chairman of Narmada Valley Development Authority.

Ajit Kesari, IAS (1990) the Additional Chief Secretary of the Finance Department, has been appointed Director of the Tribal Research and Development Institute.

Deepali Rastogi IAS (1994), the Principal Secretary of the Commercial Taxes Department and Women and Child Development Department, has been appointed Cooperative Department and Women and Child Development Department (Additional Charge).

Amit Rathore, IAS (1996) an administrative member of the Revenue Division in Gwalior, will serve as the Principal Secretary in the Commercial Tax Department.

Manish Singh, IAS (1997) of the Water Resources Department becomes the Principal Secretary of the Finance Department.

 

Tags: Governance

Building a Skilled India for the Future Job Market; NSDCs Vision shared with ObserveNow

New Delhi: The National Skill Development Corporation (NSDC) plays a pivotal role in shaping the evolving landscape of skill development in India. Established to address the persistent skill gap in the country, NSDC adopts a holistic approach by collaborating with industry stakeholders, educational institutions, and government bodies. This multi-stakeholder partnership ensures a comprehensive strategy to enhance the employability of the workforce.

As industries evolve, NSDC remains at the forefront, identifying future trends and fostering innovations in skill development to align with the dynamic demands of the job market. By focusing on collaboration and innovation, NSDC aims to bridge the skill gap and contribute to the nation’s economic growth. In this regard Shivani Babbar, ObserveNow interacted with Dr Maneesh Mishra, Executive VP- Strategy NSDC.

Here are a few excerpts from the interview:

Can you provide an overview of NSDC’s current strategic priorities and how they align with the organization’s mission and vision?

NSDC is committed to preparing a skilled workforce for the current and future market demand. This on the one hand is about understanding and catering to internal demand for enhanced productivity and helping India position itself as the skill capital of the world, on the other. It focuses on providing opportunities for upskilling and reskilling to the current workforce in addition to skilling the future entrants to the workforce. This is being done in partnership with industry, recruitment, and staffing companies. NSDC offerings such as short-term government-funded programs, market-led offerings, and apprenticeship opportunities for youth are all being revamped to make them relevant and aspirational. Skilling for overseas employment is being done in close partnerships with various countries such as KSA, Japan, UAE, and new and emerging markets in Europe.

In the rapidly evolving landscape of skill development, what role does NSDC play in shaping policies and strategies to address emerging challenges and opportunities?

NSDC since its inception has worked towards catalyzing the skilling landscape by bringing in various stakeholders such as the employers, the providers the trainees, the assessors, and govt on one platform. It has been the architect of the skilling ecosystem by creating and building capacities of the stakeholders, financing skill training, and developing co-funded programs with various private and public sector entities. The evolving skill landscape of today calls for strengthening the ecosystem so that the workforce is prepared for the Future of Work. The way to do this is through a partnership with the industry to assess and anticipate skilling needs, development of programs, and ubiquitous delivery. The Skill India Digital platform brings in various providers on a single platform and provides an opportunity for learners to learn at their own pace at any time of their choice. It also brings other services such as financing, verification of credentials, provider rating, and a range of assessment and certification services. 

How does NSDC collaborate with industry stakeholders, educational institutions, and government bodies to ensure a holistic approach to skill development? 

The NEP 2020 has necessitated that skilling is not seen as a separate subject but as one that is integral to education. NSDC leveraging its reach and network of industry, SSCs, apex institutions, etc, is providing a platform for the creation of market-relevant programs that can be embedded with school and HEI curricula. It has partnered with many institutions such as IITs and IITMs and various industry bodies to make sure that the skilling content and curricula stay current. It is also leveraging the premier educational institutions to deliver quality programs to a large number of trainees through the use of digital technologies. It is working with many ministries (in addition to MSDE which is the nodal ministry for skills) and state government departments to ensure easy access to quality skill training. It is working with staffing companies and clusters of MSMEs, Civil society organizations, and institutions that promote entrepreneurship in rural and urban settings.

What are the key focus areas and initiatives that NSDC is currently undertaking to bridge the skill gap in the country? 

NSDC is working with a lot of providers to offer market relevant training programs. Through the National Apprenticeship Program, it is targeting to provide work-based training to over a million trainees this year in the real work setting.  The MSME clusters are being brought under apprenticeship so that not only their need for trained employees is met swiftly but also the candidates gain invaluable in situ training. NSDC is also the nodal agency for conducting India skills and World skills. It is working with school boards AICTE and UGC to take competitive skilling to educational institutions. It has also credited the world skills qualifications under the National Credit framework so that the contestants get credits for learning apart from competing at the highest levels.

With the increasing importance of technology and digital skills, how is NSDC adapting its strategies to incorporate these elements into skill development programs?

NSDC is working on future skills programs with leading industry players. MSDE’s Skill India digital (SID) platform which has been developed by NSDC provides a range of programs on AI, Machine learning, IoT, Cybersecurity, semi conducts, etc. The PMKVY, the flagship skilling program is also focusing on new age and digital skills. NSDC is working with academia to develop digital fluency early in students so that they find it easy to learn new skills when they need them in the future.  NSDC and SSCs have been working with various industry players and academia to set up a Center of Excellence, in Telecom, electronics, IT, etc to provide an opportunity for students to learn new age skills. The SID is also proving a useful platform for enabling the members of the workforce who need bite-sized learning to employ that in a work–learn–work mode.

Looking ahead, what are the future trends and innovations in the field of skill development, and how is NSDC preparing to stay ahead of these trends?

NSDC is investing in technology and innovations so that it can have a system of anticipating skill requirements and quickly responding to them. In addition to this, it is experimenting with a variety of ideas such as Social impact bonds where the focus of skilling is on generating measurable and quantifiable impact. It is also working with players to structure the apprenticeship-embedded higher education program to provide learners an opportunity to learn critical work skills in addition to completing their education. Its focus on research and deepening of participation with industry both in India and abroad will help NSDC offer market-relevant skilling.

Tags: Governance

Ascendion Appoints Brijitha Prasanth as Head of HR for Global Talent Centre

New Delhi: Ascendion, a leading US-based IT service management firm, has named Brijitha Prasanth as the Head of Human Resources for its Global Talent Centre in Bangalore, effective immediately.

In her new role, Prasanth will oversee various HR functions, including business partnering, talent acquisition, HR operations, and more. She brings a wealth of experience from her tenure as Vice President of HR at CSC for nearly eight years, as well as roles at Viteos, BMR Advisors, Haribhakti Group, and Sun-n-Sand Group Of Hotels.

Prasanth, announcing her appointment on LinkedIn, stated, “Thrilled to announce my new role as Head HR – People & Culture: Global Talent Centre at Ascendion!.”

 

Prasanth holds an MBA in HRM, a Bachelor’s in Economics, and a Diploma in Labour Laws and Labour Welfare from the University of Pune.

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