#social welfare recruitment 2022

[meghalayacareer]

Ri Bhoi Social Welfare Recruitment 2022: Various Positions under DRCDA

Ri Bhoi Social Welfare Recruitment 2022: Various Positions under DRCDA

Ri Bhoi Social Welfare Recruitment 2022: District Social Welfare Officer, Ri Bhoi District, Nongpoh has released an employment notification for the recruitment of Various Positions under the District Resource Centre on Disability Affairs (DRCDA) Civil Hospital, Nongpoh, Ri Bhoi District, on a purely contractual basis. The last date for submission of the application is 2nd January 2023. 1.…

[tamilan-employment]

Madurai social welfare Recruitment - மதுரை மாவட்ட சமூகநல அலுவலகத்தில் வேலை 2022

Madurai social welfare Recruitment – மதுரை மாவட்ட சமூகநல அலுவலகத்தில் வேலை 2022

மதுரை மாவட்ட ஒருங்கிணைந்த சேவை மையத்தில் வேலைவாய்ப்பு – Madurai social welfare Recruitment 2022 மதுரை மாவட்ட சமூகநல அலுவலகத்தின் கட்டுப்பாட்டின் கீழ் செயல்பட்டுவரும்  ஒருங்கிணைந்த சேவை மையத்தில் (One Step Centre) – ல் கீழ்க்கண்ட காலியாக பணிகளுக்கு தகுதியானவர்களிடமிருந்து விண்ணப்பங்கள் வரவேற்கப்படுகின்றன.  madurai social welfare recruitment 2022 1. பணியின் பெயர் : Center Administrator காலியிடங்கள்…

[jobtamizhan]

DSWO Coimbatore Recruitment 2022 Apply Case Worker Vacancy

DSWO Coimbatore Recruitment 2022 Apply Case Worker Vacancy #govtjobs #upsc #ssc #currentaffairs #gk #ssccgl #ias #jobs #governmentjobs

Coimbatore Social Welfare Notification Offline Form 2022 – Case Worker Post Eligibility Salary, Admit Card, Exam Date and Notification – Social Welfare Are Invited Offline Application Form Coimbatore Social Welfare Recruitment 2022 (Case worker) Interested Candidate Completed All Eligibility Criteria and Offline Application Form Before Apply Offline Application form Please Read Full Notification…

[governmentjobsworld]

கோயம்புத்தூர் மாவட்ட சமூக நல்வாழ்வு துறையில் தேர்வே இல்லாமல் வேலை..!

கோயம்புத்தூர் மாவட்ட சமூக நல்வாழ்வு துறையில் தேர்வே இல்லாமல் வேலை..! #govtjobs #upsc #ssc #currentaffairs #gk #ssccgl #ias #jobs #governmentjobs

கோயம்புத்தூர் மாவட்ட சமூக நல்வாழ்வு துறையின் பின் வரும் Case Worker பணிகள் நிரப்புவதற்கான அறிவிப்பு வெளியாகியுள்ளன. தமிழ்நாடு அரசு இந்த அதிகாரப்பூர்வ அறிவிப்பினை  வெளியிட்டுள்ளது. சமூக நல்வாழ்வு துறை பணிக்கு விண்ணப்பிக்க ஆர்வமுள்ளவர்கள் 07/12/2022 முதல் 15/12/2022க்குல் அஞ்சல் மூலமாக விண்ணப்பிக்கவும். இப்பணிக்கு விண்ணப்பிக்கும் நபர்கள் விண்ணப்பிக்கும் முன்பு கீழ்க்கண்ட கல்வித் தகுதி , வயது விவரம்…

[cathkaesque]

New research by the Landworkers’ Alliance, Sustain and others has raised serious concerns about exploitation of Nepalese workers in the UK horticulture sector. The 60-page report, called “Debt. Migration and Exploitation”, examines the recruitment practices and working conditions of seasonal fruit and veg pickers employed under the UK government’s Seasonal Worker scheme. Some Nepalese workers are having to pay extortionate, illegal broker fees of around £4,300 to third-party recruitment agencies in their home countries to secure a visa. One young woman paid £12,000, according to worker testimony included in the study. This means after paying for accommodation, subsistence and travel costs, they are left out of pocket and pay more to come to the UK and work than the retained income they take home. The report includes an extended interview with a former Nepalese worker recruited to work in the UK via a Seasonal Worker scheme visa, who says around 70-80% of workers are paying illegal broker fees. The worker states: “Many people do not know how to use the internet for applications, how to use it properly, how the process works. There is a lack of information everywhere about recruitment, and a lack of education. The brokers are 10 steps ahead of the candidates. The brokers make them victims, they take people for fools." The report also includes a supply chain analysis carried out by the New Economics Foundation, of a fruit farm in Kent. It estimates migrant seasonal workers picking soft fruit receive an average of 7.6% of the total retail price of this farm’s produce. The supermarket receives 54.7% of the value, while the farm receives 26.2%. In 2022, Nepalese migrants accounted for 8% of Seasonal Worker scheme recruits. Ukraine supplied the most workers (20%), down from 90% in 2019 due to the ongoing conflict with Russia. The report concludes with key recommendations for the UK government, labour market enforcement bodies, supermarkets, trade unions and social movements. These include recruiting through one authorised department of the origin countries of workers, cutting out brokers and middlemen, and the establishment of information centres to spread correct information on the process. A UK government spokesperson said “The welfare of visa holders is of paramount importance, including in the Seasonal Workers scheme, and we are clamping down on poor working conditions and exploitation. We work closely with scheme operators who have responsibility for ensuring the welfare of migrant workers, requiring them to provide at least 32 hours paid employment per week and managing the recruitment process overseas. We will always take decisive action where we believe abusive practices are taking place or the conditions of the route are not met"

Love that the government's response seems to be "look we're trying to fix it honest we are"

[mariacallous]

Western governments report that Russian losses in the war against Ukraine are approaching a staggering 200,000 killed or wounded, with roughly 40,000 dead. These figures are almost three times greater than the death toll Moscow saw in 10 years of war in Afghanistan. These massive losses, however, have led to little public protest in Russia. Why?

Media coverage of casualties during the Vietnam War steadily eroded support for the war in the United States. By contrast, the Russian government and state media rarely mention the scale of the casualties, and we do not know what the Russian public knows about these losses. But hiding losses of this magnitude will only get harder. Wounded soldiers are returning home and telling tales of life and death at the front, and those killed in action have friends and families. As more people learn about the size of losses, support for the war will be harder to sustain.

Research on how the public responds to losses during war is scarce, but evidence from one well-studied case, the United States, illuminates why the public tolerates war casualties, as do lessons from history about how authoritarian leaders hold on to power during unpopular wars. All evidence points to trouble ahead for the Kremlin.

Vladimir Putin may be an autocrat, but it is easier to govern as a popular autocrat than as an unpopular one. Like all autocrats, Putin faces the dual challenge of keeping his elite cronies in the fold while also satisfying the masses. Rising casualties, regardless of their media coverage, will make both tasks more difficult.

Many of the losses Russia has sustained in its invasion of Ukraine have come from marginal groups in its society, like former prisoners. The Wagner Group recruited roughly 40,000 convicts to fight on the front lines, and these poorly trained soldiers suffered horrific losses. In addition, residents of small towns far from Moscow provide the bulk of those killed in action. By one estimate, Moscow, with a population of roughly 10 million, saw 118 residents killed in action in 2022, while Buryatia, with a population of just under 1 million, suffered more than 590 losses. Ordinary Russians who see casualties mount may question the need for sacrifice. If the war grows unpopular, Putin may be compelled to buy political support by spending more on social welfare for the average Russian, increasing salaries for state employees, and providing ever more generous state contracts for economic elites, an especially acute challenge given a shrinking economy with few prospects for economic growth in coming years.

Future casualties may come from more politically powerful groups as Putin struggles to recruit from marginalized groups. The Kremlin has reportedly stopped emptying the prisons to send troops to the front. Rural populations now know the dangers of serving in Ukraine. The Kremlin has increased incentives to sign up and allow recruiters to hit their quotas.

Beyond recruiting, the Kremlin’s ability to shape expectations of military success also matters for public tolerance of war casualties. Scholars found that during recent wars Americans were willing to tolerate losses as long as they ultimately expected the United States to achieve its military goals. How Russians perceive success in the war is difficult to discern, in part because of the challenges of conducting public opinion polls in wartime and the vague military goals put forward by the Kremlin.

In May 2022, 73 percent of Russians thought that the “special military operation” in Ukraine was proceeding successfully, but following the partial mobilization of draftees in September and the retreat from Kherson in October, this figure fell to 54 percent. Other polls at the time revealed even harsher evaluations. After the front line in Eastern Ukraine stabilized in the winter, 63 percent of Russians viewed the war in Ukraine as going well.

If, as many expect, the current military stalemate in the Donbas continues and the war drags on without a clear end in sight, the Russian public may see the war effort in much less rosy terms, as happened in the United States during the latter stages of the Vietnam War. Indeed, there is already evidence that the Russian public is growing ambivalent about the war in Ukraine. Surveys of the mass public during war may be less reliable, but they generally show that majorities of Russians tell pollsters that they support the war, if with increasing reservations and decreasing enthusiasm.

One recent review of survey research from Russia found that “while the Putin regime has managed to maintain an ‘imposed consensus’ around the war in Russian public space, in reality, the ‘support for the war’ of the median electorate is internally contradictory, unstable, and unconsolidated.” Another study found that 37 percent of respondents were not able to give a clear answer when asked what the war in Ukraine was being waged for. Even Kremlin polling suggests that a majority of Russians support peace talks with Ukraine. About one-third of Russians are hardcore supporters of the war effort, but most Russians hold contradictory views about it.

The public’s ambivalence, however, is unlikely to undermine Putin as long as his military and political leaders continue to back him: Elite unity in supporting the war is crucial for ensuring the public’s tolerance of casualties. Research from a range of conflicts after World War II found that the American public is not reflexively opposed to casualties, but instead relies on elite cues about the war. When political elites remain united, the public is generally willing to support high casualties. However, even a relatively small number of casualties can spark opposition to the war if elites are at odds with each other.

To date, Russian political elites have shown a remarkable public consensus in support of the war. No high-ranking Russian officials have resigned to protest it, and those who have criticized the war have not done so on the grounds that losses have been too high, but on the grounds that the Kremlin has fought incompetently or with insufficient resources. Indeed, most critics would prefer to pursue the war with greater ferocity, a tactic entailing greater losses. At the same time, that the Kremlin has begun taking the passports of high-ranking elites and preventing them from traveling abroad is hardly a sign of growing confidence in their support.

Perhaps the most important reason for the lack of public opposition is simple. The Kremlin has taken a zero-tolerance approach toward public opposition to the war and cracked down on even minor offenses with great ferocity. A regional journalist from Barnaul, for example, now faces nine years in prison for reporting on Russian bombings in Mariupol, and a student at Moscow State University recently received an eight-year sentence for spreading “fake news” about the Russian Army. No one is immune from punishment. Even Nobel Prize-winning human rights organization Memorial was shut down and charged with “rehabilitating Nazism.”

This level of repression, though, is a very costly response to opposition that modern autocrats try to avoid. Not only does repression require devoting significant resources to security services which could be used elsewhere, it also increases the autocrat’s dependence on those security forces and rarely solves the problems that provoke protest in the first place. Cracking down on protestors is hardly a path to winning “hearts and minds” in support of the war. Indeed, that the Kremlin has devoted so much effort to repress even minor acts of protest against the war hints at its level of concern.

Putin seems to understand the political risk of war casualties. He only reluctantly agreed to a “partial mobilization” of 300,000 men last September and has resisted suggestions that another round of mobilization is in the offing despite struggles on the battlefield. His fears of public opposition to mobilization are not unfounded: More than 200,000 Russians fled the country after the announcement of a partial mobilization in September and, at that time, 65 percent of Russians expressed concern about the prospect of a general mobilization.

Fears about casualties may have influenced Putin’s decision for a lightning strike on Kyiv with a relatively small force which he thought would produce fewer casualties over using overwhelming firepower and a large military force to subdue Kyiv, which would have resulted in even greater casualties. Similarly, in Syria, Russian tactics have rarely put Russian soldiers at risk, perhaps in hopes of preventing an unpopular war from becoming even less popular.

In the end, Russia is an autocracy, so does it matter whether the public supports the war? It is hard to replace autocrats, particularly during wars, and even personalist autocrats like Putin who lose wars are rarely removed from office upon defeat. Saddam Hussein launched disastrous wars against Iran and Kuwait, but retained power, as did Joseph Stalin in his 1940 offensive against Finland and Hafez al-Assad in the 1973 Yom Kippur War. Autocrats have been able to fight long wars even with high casualties, so great casualties on the battlefield by themselves are unlikely to dislodge Putin from power. But they are likely to make his job much more difficult.

[wushigod]

The government will officially launch a boarding camp program offering rehabilitation for teenagers addicted to drugs in the latter half of the year, the Ministry of Gender Equality and Family said Tuesday.The 12-day program, aimed at helping young people overcome drug addiction, will be operated by the Korea Youth Counselling and Welfare Institute, which is under the ministry’s direct control.The program, which will have a capacity of 20 participants, will take place in the National Youth Healing Center in Yongin, Gyeonggi Province.The program’s official launch comes after a similar one was carried out last year on a trial basis. The institute has already drawn up details about the program in cooperation with the Gyeonggi branch of the Korean Association Against Drug Abuse.According to the institute, the program will target middle and high school students and out-of-school youth addicted to narcotics, such as phentermine, fentanyl and methylphenidate, after they have abused such prescription drugs.Phentermine is used to lessen appetite, while fentanyl is used as a painkiller. Methylphenidate is for treating ADHD.According to Ministry of Food and Drug Safety data, the number of people aged between 13 and 19 who were prescribed phentermine and fentanyl patches in 2022 stood at 5,287 and 383, respectively, while the number of those prescribed methylphenidate was tallied at 41,000.The program will also offer alcoholism treatment, considering that adolescents’ alcohol use has become a grave social issue, along with drug addiction. “The program will focus on non-pharmacological treatment such as cognitive behavioral therapy to help teenagers realize they have been addicted to drugs,” an official from the institute said.The family ministry noted that it has been cooperating with the National Police Agency, the Supreme Prosecutors’ Office and the drug ministry to recruit patients, vowing to offer them follow-up care for up to six months after they leave the program.

[darshanhiranandanisblog]

Darshan Hiranandani Announces Hiranandani Group's Dive into Technology-led Consumer Services via Tez Platforms 

The new venture will introduce a wide gamut of services including social media, gaming & e-sports, blockchain and other emerging tech services 

Having found success in Datacenters, Cloud Computing, and Enterprise Technology through Yotta Infrastructure, the Hiranandani Group is now turning its attention to technology-driven consumer services with its latest project - Tez Platforms. Tez Platforms will target significant opportunities in social media, entertainment, gaming, e-sports, e-commerce, personal mobility, artificial intelligence, and blockchain solutions. 

"We think digital opportunities are just beginning. Following the vision of Digital India from our Prime Minister and the government, highlighted in the Union Budget 2022, we're expanding our focus on tech-driven services. Yotta Infrastructure will keep investing in cloud computing, connectivity, business applications, and cybersecurity, benefiting from our large data centers. Additionally, through Tez Platforms, we'll partner with top tech firms, both local and global, to explore new opportunities," explained Darshan Hiranandani, CEO of Hiranandani Group. 

Darshan Hiranandani further stated, "We've planned to introduce two highly anticipated services in 2022, followed by three more the following year. Tez Platforms will benefit from collaboration and expertise across various Hiranandani Group divisions, while also aiming to recruit over 250 employees by FY 2023. The initial investment for launching these services this year will be around INR 1000 crore. Over the next 2-3 years, we anticipate investing approximately INR 3,500 crore." 

The group will also utilize its non-profit organizations to focus on skill development and training in areas such as cloud solutions, cybersecurity, and artificial intelligence. 

About the company:  

The Hiranandani Group is a dynamic organization, filled with ambitious plans and a forward-looking vision. Aligned with the nation's aspirations and modernization efforts, the group invests in solutions to meet all customer needs spanning real estate, energy, infrastructure, and big data. It also contributes to societal welfare through initiatives in education and healthcare. Guided by a commitment to excellence and flawless execution, we have a proven track record of delivering landmark projects that enhance lifestyles, provide sustainable energy solutions, and offer cutting-edge infrastructure. Our real estate offerings cater to the lifestyle preferences of aspiring Indians, while our energy and infrastructure ventures are elevating standards in trade, commerce, logistics, and urban development. Additionally, our data centers represent the gateway to a new era, poised to revolutionize the digital landscape of the nation. 

[datajournalismntu]

Labor Shortages in Northeast Asia as Southeast Asian Workers Seek Higher Pay, Departing Taiwan

Since Taiwan established the Employment Services Act in 1992, it has officially introduced foreign migrant workers from Southeast Asia to make up for the shortage of local workers.

However, Japan and South Korea have also actively recruited overseas workers in recent years. The era of labor shortage in the three Northeast Asian countries has arrived. How to strengthen the pull to attract overseas migrant workers has become a new issue for each country.

In Taiwan, migrant workers can be divided into two categories: industrial migrant workers and social service migrant workers. According to statistics from the Ministry of Labor's National Development Council in 2022, the manufacturing industry employs the highest number of industrial migrant workers, totaling 476,000 people, accounting for approximately 96% of the total industrial migrant workforce. Among social service migrant workers, home care workers constitute the majority, with a total of 220,000 people, representing about 99% of the total social service migrant workforce.

Among the migrant workers employed in Taiwan, Southeast Asian countries have traditionally been the main source of migrant labor. Due to lower average monthly wages in their home countries compared to Taiwan, migrant workers are willing to work in Taiwan.

However, the situation is changing. In recent years, the manufacturing industry in South Korea has been offering very high wages to migrant workers, with monthly salaries approaching NT$60,000. Regarding home care workers, discussions are ongoing in South Korea, and the market has not yet been fully opened. In Japan, the monthly salary for care workers has reached NT$45,000, making it attractive to foreign migrant workers.

In comparison to Northeast Asian countries like South Korea and Japan, the salaries offered in Taiwan are no longer as attractive to foreign migrant workers. The average monthly salary for home care workers in Thailand has even exceeded NT$21,000, surpassing that of Taiwan.

Migrant workers in Taiwan can be broadly categorized into social welfare and industrial sectors.The primary source countries for these workers include Vietnam, Indonesia, the Philippines, and Thailand, with the ratio being approximately seven to three.

The number of male migrant workers from Vietnam has steadily increased over the years, addressing the pressing shortage of manufacturing jobs in Taiwan. Locals often exhibit reluctance to engage in strenuous work. Conversely, both Thailand and the Philippines have shown consistent upward trends in the deployment of migrant workers.

Indonesia stands out as the sole country among the four that primarily exports social welfare migrant workers. Indonesian female social welfare migrant workers predominantly work in the home care sector in Taiwan, providing services to the elderly and disabled in medical institutions and private households.

In contrast to the growth observed in other countries, the number of social migrant workers from Thailand has experienced fluctuations over the past decade. Wages in Thailand's social welfare industry surpass those in Taiwan, prompting migrant workers to choose to remain in their home country rather than travel to Taiwan.

We compared the three environments for overseas migrant workers and found that foreign migrant workers account for the highest proportion of the labor force in Taiwan. However, migrant workers have to pay the highest agency fees before coming to Taiwan, and their average salary is also the lowest among the three countries.In addition, South Korea hires workers directly from the country, so no agency fees are required.

In addition, Japan and South Korea have more than a dozen source countries for migrant workers, but Taiwan mainly relies on four Southeast Asian countries, including Indonesia, Vietnam, the Philippines, and Thailand, to export migrant workers.

There are more and more migrant workers from Southeast Asia heading to Japan instead of Taiwan. The salary for migrant workers in Taiwan is lower than in Korea and Japan, and workers need to pay a huge amount of middleman fees. These are on of the factors of this trend.  Migrant workers from Vietnam had grown over 10 times from 2013 to 2022, and overtake Taiwan in 2018. A similar trend can be seen in Filipino workers. In 2013 Japan and Taiwan had similar amounts of Filipino workers, yet in 2022 workers in Japan were 30% more than Taiwan. If the working conditions and the wages do not improve, Taiwan will lose its appeal to migrant workers from Southeast Asia.

[legalupanishad]

Rajasthan Passes Bill For Social Security To "Gig Workers"

This article on 'Rajasthan Passes Bill For Social Security To Gig Workers' was written by Priyanka Jaipuria an intern at Legal Upanishad.

INTRODUCTION

After the USA, China, Brazil, and Japan, India has emerged as the fifth-largest marketplace for gig workforces worldwide. In an open marketplace model known as the “Gig Economy”, consumers or companies temporarily hire independent contractors. Contractual employees who are recruited and fired on a temporary basis might find work through the gig economy. The gig worker, as stated by Uber, Swiggy, Zomato, and others, does not have set working hours or a fixed place of employment; as a result, they are not covered by prevailing labour legislation. To avoid obligations like the minimum salary, the Provident Fund, and other benefits, they refer to their personnel as “delivery partners” instead of “employees”. The Bill is a welcome relief for Rajasthan’s gig workforce in this situation. It will make sure that the gig workforce has exposure to entitlements in accordance with the state government’s implied schemes. This article has examined the important aspects of the Rajasthan Government’s social security law for gig workers as well as the present necessity for it. The gig sector holds enormous potential for the development of the economy, but this is only possible if workers are given sufficient legal protections and liberties. Realizing this, the administration of Rajasthan passed the “Rajasthan Platform-Based Gig Workers (Registration and Welfare) Act, 2023” as the country’s first state legislation relating to the gig workforce.

RATIONALE BEHIND THE INTRODUCTION OF THE BILL

The law came about after social activist Nikhil Dey suggested it to Congress leader Rahul Gandhi during the latter’s Bharat Jodo Yatra in Rajasthan in December 2022. Subsequently, Rahul asked Gehlot to come up with social security and a support system for gig workers. During the February Budgeting Session, CM Ashok Gehlot presented the Bill and stated that “Currently, companies like Ola, Uber, Swiggy, Zomato, Amazon, etc. have engaged young workers on contract on a per-transaction basis. Such workers are called gig workers. Like elsewhere in the world, the scope of the gig economy is continuously growing in the state. Today, the number of gig workers in the state has increased to 3-4 lakh. These big companies do not make any arrangements for social security for these gig workers”. The Rajasthan government just enacted a substantial Bill on July 24 with the intention of expanding social security coverage to gig workers. According to the state government’s rationale for the legislation, “In spite of their major contribution to the economy and employment, gig workers form a part of unorganized workers and are still not covered under the labour laws. They do not receive the same level of protection as traditional employees get”.

WHO ARE GIG WORKERS?

A gig worker is a member of the labour force who receives compensation from sources other than the typical employer-employee relationship and who is employed by one or more platforms or aggregators, which include Swiggy, Zomato, Uber, Urban Company, etc., under the terms of a contract that specifies a certain rate of remuneration. They offer a range of services, including graphic design, website development, domestic services, e-commerce, and food delivery.

MAIN FEATURES OF THE BILL

Inclusion of Workers Categorized as Partners: The purpose of the legislation is to rectify the absence of protections and advantages for gig labourers, who were formerly considered “partners” instead of employees at organizations such as Ola, Swiggy, Zomato, etc. Fund for Social Security and Welfare: The state administration would create “The Rajasthan Platform-Based Gig Workers Social Security and Welfare Fund” in accordance with the bill’s terms for the betterment of the certified gig workforce. The money collected from the welfare cess imposed on an aggregator or employer will be deposited into the fund. Welfare Board for Gig Workforce: The interests and security of gig labourers in the state will be under the control of this board. The board would convene at least once every six months, with the Labour Minister serving as chairperson. Provision for Registration: Each gig labourer who is hired by aggregators (online middlemen that connect customers and service providers) or primary employers (who hire gig labourers directly) functioning in the territory of Rajasthan is required under the Bill to register before the Board. The Act mandates that every aggregator and employer enroll with the Board within 60 days of the Act’s effective date. Maintenance of an Extensive Database: The Rajasthan administration will keep an extensive record of every gig worker there. Every gig worker will receive a special ID that will make it easier to track their working history and benefits. Accessibility to Social Security Initiatives: The gig sector will have recourse to a variety of social security initiatives that include health care, accident protection, and other assistance programs to help out in times of need. Mechanism for Redressing Grievances: The Act guarantees that gig workers possess the right to be heard and that their complaints will be addressed. This clause aims to safeguard gig worker’s rights and give them a forum for resolving workplace-related conflicts. Penalties for Failure to Comply: The law contains provisions for fines in the event that aggregators fail to comply. Aggregators who do not pay the welfare fees by the deadline will be assessed interest at a rate of 12% per year. The state administration has the authority to punish aggregators up to Rs. 5 lakh for a first offense and up to Rs. 50 lakh for consecutive infractions of the Act.

SUGGESTIONS

The framing of a specific bill by the Rajasthan government dealing with gig workforces is a remarkable approach, and it becomes the duty of the state government to ensure proper implementation of the provisions and strict adherence to the guidelines of the legislation. For this purpose, proper maintenance of data relating to registration, funds, and other related matters is required. Not only the Rajasthan government but also the Central Government must make efforts to equalize the rights of this crucial sector so it may evolve further without leaning on exploitation.

CONCLUSION

People’s perspectives on employment have shifted as a result of the rapid growth of the gig market. The range of gig success in a place like India is broad and multilayered. It is encouraging to see that the government of Rajasthan has thought about putting light-touch regulations in place to strike a balance between business requirements and the expanding gig economy. Gig worker’s share of the workforce has increased significantly as a consequence of their benefits, which include the capacity to choose their own work schedule, shifts, breaks, and days of work. However, there is no specific statute or legal precedent addressing gig workforces under India’s labour laws. Employers have exploited this discrepancy all across the world. A sign of optimism for the acknowledgement of gig workers and their fundamental rights is Rajasthan’s recently enacted bill. Achieving social security for the gig economy will be made easier with the support of this recognition, which will also help aggregators better understand their obligations. The groundbreaking law, which is thought to open a fresh chapter in the history of worker rights, is truly urgently needed. 

REFERENCES                

Haini Tayal, “Regulating the Gig Economy in India: How Secure are Gig Workers”  28 Supremo Amicus (2022). “Rajasthan Platform-Based Gig Workers (Registration and Welfare) Bill, 2023”, Drishti IAS, 26 July 2023, available at: https://www.drishtiias.com/daily-updates/daily-news-analysis/rajasthan-platform-based-gig-workers-registration-and-welfare-bill-2023 (Last visited on July 28, 2023). Anuradha Gandhi and Isha Sharma, “Rajasthan Passes Bill for Welfare of Gig Workers- India”, Lexology, 25 July 2023, available at: https://www.lexology.com/library/detail.aspx?g=813d6c46-a0ee-44ff-8381-3373640be518 (Last visited on July 28, 2023). Hamza Khan, “Rajasthan Tables Bill to Guarantee Social Security to Gig Workers”, The Indian Express, 22 July 2023, available at: https://indianexpress.com/article/cities/jaipur/rajasthan-tables-bill-guarantee-social-security-gig-workers-8853922/ (Last visited on July 28, 2023). Read the full article

[enrichedacademy]

The Importance of Employee Financial Wellness

Financial wellness refers to the overall health and stability of an individual's financial situation. It encompasses various aspects such as managing debt, budgeting, saving, investing, and planning for the future. In recent years, employers have recognized the significance of promoting financial wellness. But just how does poor financial wellness affect the workplace?

Financial stress can have a significant impact on an employee's mental and physical health. Data from FP Canada’s 2023 Financial Stress Index found that finances (40%) topped al other sources of stress including health (23%) relationships (17%) and work (16%). By promoting financial wellness, employers can help alleviate this stress and improve overall employee well-being. Financially secure employees experience reduced anxiety and increased job satisfaction, leading to improved productivity and morale within the workplace.

Employees who are burdened with financial concerns are more likely to be distracted, resulting in decreased productivity. Employers providing educational resources and support services like financial coaching can empower their employees and help them address their financial challenges and focus on their work. Engaged and motivated employees are more likely to contribute effectively, leading to increased productivity and organizational success. A 2022 study by Canadian payroll Association calculated that the average employee spends up to 30 minutes daily dealing with their finances costing Canadian employers a combined $40 billion annually!

In today's competitive job market, financial wellness programs for employees can be a significant differentiating factor for employers. Prospective employees are increasingly looking for organizations that prioritize the overall well-being of their workforce. By demonstrating a commitment to financial wellness, employers can attract top talent and retain valuable employees who appreciate the support provided to help them achieve their financial goals.

Employers who invest in the financial wellness of their employees build a culture of trust and loyalty. When employees feel that their employer cares about their financial well-being, they are more likely to develop a sense of loyalty and commitment. This leads to increased employee retention, lower turnover rates, and reduced recruitment and training costs for organizations.

One crucial aspect of financial wellness is retirement planning. By providing financial education services and tools to help employees plan for their future, employers can assist in ensuring their workforce is adequately prepared for retirement. A company benefit like matching RRSP contributions will prove a lot more valuable to employees if they are also taught how to invest and grow the funds in that RRSP. Financially secure retirees are also less likely to rely on social welfare systems and can contribute positively to the economy.

Employees facing financial challenges may be more prone to health issues due to increased stress levels. By promoting financial wellness, employers can indirectly support the overall health of their employees. Improved financial well-being often translates to better financial decision-making, which can positively impact an employee's ability to afford and utilize health benefits effectively. Our financial situation is an important aspect of our overall mental and even physical wellbeing, and employee financial wellness programs can play a critical supporting role.

Education and training to improve financial literacy for employees will allow them to develop crucial money management skills. By equipping employees with the knowledge and tools to make informed financial decisions, employers empower them to take control of their future. This personal development extends beyond the workplace, contributing to improved financial well-being and increased confidence in all aspects of life.

Investing in the financial wellness of employees is a strategic decision that yields numerous benefits for both individuals and organizations. By reducing financial stress, improving overall well-being, and increasing employee engagement, employers create a positive work environment that attracts and retains top talent. 

Financially secure employees are more productive, loyal, and prepared for retirement, while organizations enjoy increased productivity, reduced turnover, and a healthier bottom line. Prioritizing financial wellness is a win-win situation that fosters a thriving workforce and contributes to the long-term success of businesses.

[meghalayacareer]

NEEPCO Recruitment 2023: Executive Trainee & Company Secretary (41 Posts)

NEEPCO Recruitment 2023: North Eastern Electric Power Corporation Limited (NEEPCO) has released an employment notification for the recruitment of the Executive Trainee and Assistant Company Secretary. The last date for submission of the application is 04-04-2023. 1. Post Name:- Executive Trainees-Engineer (Electrical/ Mechanical) (E-2) Grade - No of posts:- 30 - Essential Qualification:- Full-time Bachelor’s Degree in Engineering or Technology/ AMIE/ BSc. Engg. in Electrical/ Mechanical Engineering from a recognized Institute or University with not less than 65% marks as per respective institute/ University norms (55% marks for SC/ ST/PWD candidates). Candidates must have appeared and qualified in Graduate Aptitude Test in Engineering (GATE) in 2022. 2. Post Name:- Executive Trainees- Finance (E-2) Grade - No of posts:- 8 - Essential Qualification:- Must have passed the final exam of CA (conducted by Institute of Chartered Accountants of India)/CMA (Previously ICWA) (conducted by Institute of Cost Accountants of India). 3. Post Name:- Executive Trainees- Human Resources (E-2) Grade - No of posts:- 2 - Essential Qualification:- Graduate with a full-time MBA or Post Graduate Degree/Diploma in Personnel & Administration/ Industrial Relations/ Human Resource Development/ Human Resource Management of minimum 2 years duration (65% marks or equivalent grade from a recognized University or Institute (55% marks for SC/ST/PwD). Candidate must have appeared in UGC-NET in Labour Welfare/ Personnel Management/ Labour & Social Welfare/ HRM in 2021-2022 (merged cycle). The General/EWS candidates must have secured at least 40% and the SC/ST/OBC(NCL)/PWD must have secured at least 35% marks in both the papers of UGC-NET to apply. 4. Post Name:- Assistant Company Secretary (Trainee) (E-2) Grade - No of posts:- 1 - Essential Qualification:- Graduate and a Qualified Company Secretary holding valid Membership from the Institute of Company Secretaries of India (ICSI). A degree in Law will be an added qualification. Desirable Experience: Preferably 1-2 years in the line either in the executive or in the senior supervisory level in Central/State Undertakings/ Autonomous bodies or large Industrial Organizations dealing with Corporate Laws, and other Statutory and Non-Statutory Secretarial matters. In-depth knowledge of SEBI/Stock Exchange compliance is desirable. Salary:- Selected candidate will be placed in the pay scale of Rs. 50,000-3%-1,60,000/- at the basic pay of Rs. 50,000/- (E-2) grade. Other benefits such as Dearness Allowance, other perquisites, and allowances, terminal benefits, etc will be admissible as per Company Rules in force from time to time. Upper Age Limit:– UR:30 Years, EWS:30 Years, OBC:33 Years, SC/ST:35 Years and PWD:40 Years How to apply for NEEPCO Recruitment 2023: Executive Trainee & Company Secretary Jobs? Interested eligible candidates should apply ON-LINE only on the website by visiting the Careers section at www.neepco.co.in. Any other mode of submission of the application will not be accepted. Candidate shall fill in the Online application form giving accurate information including GATE-2022 Registration Number, UGC NET 2021-2022 (merged cycle), CA/CMA Registration number, and Company Secretary membership number. On filling invalid data, the system will generate a Unique Registration/Application Number which shall be recorded/ downloaded. Online submission of applications will start on 10-03-2023 and close on 04-04-2023. Application Fee - Candidates belonging to the General/ EWS/ OBC Category are required to pay a Non-refundable Application fee of Rs 560/- (Rupees five hundred sixty) only to be deposited through the “Payment Now” link available in the online recruitment portal. - No Application Fee is required for SC/ ST/PWD candidates. Candidates may follow the below-mentioned steps to apply online. - Scroll down, and go to below Online Application Link. - Click on "Apply Online" and complete the registration process by clicking "New Registration". - In the next stage, click on the "Online Application" Link and log in. - Fill out your all personal and educational details and upload the necessary documents. - In the end, submit the form. - Don't forget to take a print of a copy of the submitted application form. Those who wish to apply are advised to go through the below official notification in detail before submitting applications. Online Application Link Click Here Download Official Notification Click Here Job Updates on Facebook Click Here Read the full article

[ledenews]

W.Va. Senate Leadership Sends Letter to DHHR Interim Secretary

Dr. Jeff Coben, Interim Secretary West Virginia Department of Health and Human Resources One Davis Square, Suite 11 East, Charleston, West Virginia 25301 Dear Interim Secretary Coben: On behalf of the Senate, please accept our congratulations and well wishes for your success as you embark on the responsibilities and challenges of your new position. As you are aware, the Senate is deeply concerned about the current state of numerous programs housed within the West Virginia Department of Health and Human Resources (DHHR) and is committed to doing anything in its power to make and facilitate marked improvements, particularly in the area of child welfare. Over the past six years, the West Virginia Legislature has allocated more funding for child welfare than at any previous point in West Virginia history. In that same timeframe, the Legislature has also passed two major child welfare reform bills and several targeted pieces of legislation to help the DHHR fix our broken Child Protective Services (CPS) system. Unfortunately, DHHR has not made adequate progress for our children and families. In some areas, we have even lost ground. Making matters worse, the Legislature has struggled to secure answers from DHHR on how to specifically solve these grave problems. DHHR has not even been forthcoming with information about what the difficulties are, and we generally must depend on other stakeholders to inform us of critical issues.                  On December 8, 2022, Senate Judiciary Chairman Charles Trump sent a letter to your predecessor highlighting specific problems in our Eastern Panhandle. Chairman Trump had previously asked for information in the Joint Committee on Government and Finance during December interim committee meetings. Despite the dire situation, we have not received any response. This is just one example of DHHR’s unwillingness or inability to be responsive. Despite this, we remain optimistic.  Since you, Dr. Clay Marsh, and General James Hoyer have taken the helm at DHHR, there have been some long overdue and positive incremental steps that are applaudable. As you develop these approaches, we appreciate that you have reached out to key members of the Legislature’s staff that have experience in this area of policy.  We have to keep working toward collaborative solutions. We all recognize that while facilitating retirees coming back to work in CPS, providing increased sign on bonuses, and engaging in more CPS recruitment initiatives are all needed, these steps alone will not create the type of transformation that must occur. Frankly, we have a long way to go to remedy our child welfare issues in the Eastern Panhandle and other parts of our state, and West Virginia, more broadly. These are problems that must be solved. We have been stuck in neutral on the side of a hill. Doing nothing is causing us to go the opposite direction of where we want to be. We have to move past just talking about how broken CPS is and actually fix it. This is not something that can wait. In the spirit of working together, please review the following policy options. We would like for DHHR and the Bureau for Social Services to assess the cost, timeframe for implementation, and risks associated with the following policies.  We also want DHHR and the Administration to come forward with its own ideas in a similar cost and implementation breakdown.  Let’s map it out and make it happen. CPS and Child Welfare Policy Options Short Timeline: - Increase regional pay differential via locality pay to properly compete with Virginia and Maryland in the Eastern Panhandle.  A more proper analysis is needed, but an immediate 20% is warranted given the crisis.  This can come from existing personnel service funds at DHHR. This must include starting pay, as well as increases for existing CPS workers. Governor Justice made a good step in this direction earlier this year by approving pay increases for child workers, but the DHHR blunted the effectiveness of this initiative by applying it only to existing workers. Because the new pay scales were not applied to new workers, none came. - Ensure transparency with child welfare issues. The number of issues heard by legislators concerning child welfare dramatically underrepresents what is occurring.  In recent years, there has been a reluctance to transparently notify policymakers when a child in state custody dies, systemic abuse/neglect occur in a provider setting, or other calamities occur.  As recently as the December Legislative interim meetings, DHHR was asked in committee if major systemic abuse had occurred in out-of-state facilities triggering children to be removed this year.  They answered that it had.  While the details were not fully exposed in committee, that is not an ideal way for the public or policymakers to be informed of major system failures concerning children in state custody.  This model would be based on a military management tactic called Critical Information Requirements. - Reallocate vacant personnel service funding to starting salaries for CPS workers.  Previous 15% increase, as directed by the Governor, applied to only existing workers.  Another 10-15% should be infused statewide.  This can come from existing personnel service funds at DHHR. Intermediate Timeline: - Social Services needs to be required to develop a CPS position reallocation plan that adequately serves population. The current population base of some counties is significantly underserved.  It is recommended that total population serve as a base level factor in allocations based on current number of CPS staff allocations.  For counties that have extraordinary needs, a factor would be incorporated to enhance the base of CPS workers in that county.  This proposal would not call for any county to receive less than they currently have without DHHR attesting that such a decrease would not impact services in that county.  To make up the difference, additional CPS positions would be added to current totals. - Shift more funding to CPS personnel services lines to increase denominator of CPS positions in underserved counties. - Expand foster care ombudsman authority to apply to abuse/neglect investigations, including monitoring of critical staffing issues.  Current ombudsman authority only applies once a child is in state custody. - Institute annual survey of key stakeholders on performance of CPS by county that are published publicly. Long Timeline: - Streamline responsibilities of CPS workers to only most essential functions and outsource other jobs/ responsibilities to other staff or private sector.  The Bureau for Social Services will be tasked with assessing workflows of other states as part of this streamlining and refocusing current workforce. - Implement strategy that allows front line investigations to be conducted by staff specialized for investigations who can then hand off the case, if appropriate, to someone trained in social work services. This would expand the job pool to include former law enforcement and help address DHHR’s terrible timeframes on initiating investigations. - Rebase caseload to a formula that considers an individual child a case or weights certain types of complicated cases in a manner that it is counted as more than a single case.  Current caseload formula is antiquated and does not take into consideration complexity of modern casework. - Completion of the workload study for CPS was a previous recommendation discussed with Circuit Judges in the Eastern Panhandle.  This study was triggered by a House Resolution in 2021.  The report was significantly delayed but was finally presented this month.  Unfortunately, this study failed on several levels to tell us much that was new or to give a clear answer on how to solve these ongoing problems.  DHHR either needs to have the workload study refurbished or obtain answers through different means. We need the following: - Critical questions that need to be addressed are what is an actual case in the caseload ratio?  Some states have moved away from the entire family being a case due to growing complexities in family dynamics driven by the drug crisis.  - Strategies to get ahead of CPS staffing shortages that regularly plague specific areas around the state.  Standardized post-employment surveys, market studies to index pay scale, and strategies to realign worker allocation are three major topics. - Workflow efficiency: One key example of this would be handing off pre-adoption work to a specialized adoption worker and take the paperwork burden off the CPS case worker. - CPS specialization: Some counties have CPS workers specialize in courtroom representation and field investigations and then those workers are deployed in that manner.  Other counties have CPS workers conduct the full process of a case from start to finish. - Development of county/regional-based mental health treatment menu and service inventory.  There are two purposes for this tool.  One is to ensure that families, social workers, courts, etc., are aware of supports.  Two, development and utilization of a county/regional-based service network adequacy tool that will serve to mandate a certain threshold of service in each region of the state. - Mandate development of a child trauma predictive model.  This tool would use existing data available to the state to trigger preventative supports to families that are in crisis before a trauma occurs that triggers CPS referral.  This model has been scoped out for a few years, but commitment and execution has waned in DHHR.  West Virginia has a higher percentage of its children in foster care than any other state in the United States. Clearly, a part of this problem is the lack of services that are being provided to families to try to keep them together where that is possible. Where that is possible, keeping families together should be the goal of the system. - Foster parent portal to improve communication and drive accountability. This tool, in addition to improving communications, would be used to quantify complaints from foster parents when CPS case workers and assigned child placement agencies fail to respond to critical questions from foster parents.  Currently, voluminous numbers of complaints are made with the ombudsman, legislators, and other policy leaders, but there is no way to properly track the failure of workers, counties, districts, or contracted providers of the state.  As such, these problems continue in a cyclical pattern that goes unresolved. - Utilize providers, counselors, or social workers in schools to help identify abuse/neglect and prevent trauma. - Require CPS to conduct an investigation any time law enforcement, a teacher, or medical professional makes a referral, with follow up to the individual referring on outcomes. - Provide law enforcement, providers, and school staff with alternative social work support referral options for children whose families may be struggling but do not rise to the level of abuse and neglect requiring the removal of children from their homes. - Develop reporting structure to allow monitoring of critical CPS functions, and youth and family service functions, at the supervisory unit level to make sure caseloads are not overwhelming, staff is not overexercising authority to take custody of children or remove children from biological and foster families, visits are being made, and cases are being properly vetted. - Out of State and Inappropriate Placements- Funding is the most critical barrier to resolving the OOS and inappropriate placement issue.  The West Virginia Legislature and Governor have allocated more funding to health and human resources generally, and child welfare specifically, over the past several years than at any point in West Virginia history.  West Virginia must fully explore what funding can be redirected from current allocations to develop child acute mental health infrastructure in communities and sustain it.  There must be a mixture of capitalization investment and commitment to the mental health infrastructure long term.  This can be accomplished through the following strategies: - Realignment of Medicaid funding over that from the Bureau for Social Services to cover expenditures for children placed out of state to maximize federal funding from the Centers for Medicare and Medicaid Services (CMS).  This will generate capitalization and operational funding. - Assess for the purpose of maximizing IV-E funding opportunities for children placed OOS to maximize Federal funding from the Administration for Children and Families (ACF).  This will generate capitalization and operational funding. - Realignment of funding that is otherwise being spent out of state to in-state infrastructure.  This will generate operational funding. - Repurpose Bureau for Behavioral Health investment from adult forensic and civil commitment group homes to child mental health facilities.  This will generate capitalization funding. - Partner with private providers, nonprofits, and the Congressional delegation to seek federal grant opportunities for capitalization funding.  In particular, the Bureau for Behavioral Health should evaluate all available grant funds and future grant funding opportunities for this purpose as a top priority. - Partner with private and non-profit entities so they are comfortable that West Virginia is committed to this long-term investment to encourage private and non-profit investment.  West Virginia has a great need for these services. Given NAS rates and other trends in trauma, it can be projected that need for acute care services will continue to grow. In as far as foster children are categorically eligible for Medicaid, private providers will have a long-term stable payment source and, ultimately, a return on their capital investments. - Explore a modification to West Virginia Medicaid’s current 1915(c), IDD Waiver, or develop new 1915(c) waiver to serve children that have diagnosis of IDD/low IQ and exhibit acute behavioral challenges.  This strategy would maximize Federal CMS funding.  This will generate capitalization and operational funding. - Modifying the Medicaid State Plan to allow for payment to OOS child residential facilities.  This strategy is only a bridge until infrastructure can be built in state to service the need.  This approach would maximize Federal CMS funding.  This generates capitalization and operational funding. - Build Out Multifaceted Placement Infrastructure- The types of services needed can be categorized in several different ways. West Virginia needs services for children with acute and long-term psychiatric issues.  West Virginia also needs services for children that have intellectual and/or developmental disabilities.  Within each of these buckets are myriad age, gender, diagnosis, and functionality categories that must be carefully planned for.  The four major categories that need to be built out are: 1) infrastructure to be able to provide services to families in their homes; 2) psychiatric residential treatment facilities; 3) small group homes for children with IDD; and 4) expansion of acute behavior emergency shelters. - Regulatory Reform- Reduce Staff Ratio Requirements: Modify the PRTF staffing ratio for clinical staff, depending on acuity of the children being served.  Other types of staff could supplement this shifted ratio.  This issue requires more research but has been referenced by providers in West Virginia. - Use LPNs for RN breaks: Change regulatory requirements, at least for psych hospitals (IMD’s) and other mental health facilities, to allow LPNs to be on each unit instead of RNs on a 24-hour basis.  The current requirement means that if you have a unit with a registered nurse, and if he/she needs a break, you must have an RN replace them.  This requires two RNs per unit. While the need for RNs is understandable, this reduced requirement would allow facilities to meet demand more easily. - Regulatory Review Study: Request analysis by the Child Care Association, Hospital Association, and Behavioral Health Association, to identify specific regulatory reforms that would facilitate build out of additional psychiatric and IDD behavioral health placements for children. - Elimination of CON Criteria: There has been some question as to whether all provider functions envisioned in this proposal meet requirements that would otherwise trigger a time-consuming certificate of need process. It is proposed that CON be eliminated for these services entirely. - No Eject, No Reject Policy Expansion In 2019, the West Virginia Legislature passed a bill that prevented child residential treatment facilitates from rejecting children from placement or ejecting children from placement unless certain criteria were met.  This policy was designed to end what is called “cherry picking,” an instance where a provider only takes children that are easier to care for to mitigate need for additional staff.  This policy should be expanded from child residential providers to other provider groups that hold themselves out in license as being able to care for certain criteria of behavior.  Appropriate workarounds would be built into this policy for safety purposes. - Managed Care Policy- Social Service Capitation: Currently, the Mountain Health Promise vendor is only responsible for Medicaid expenses related to a foster child. This creates a dynamic where the managed care organization may have a vested financial interest in shifting patients to placements where the managed care entity does not have to pay.  This policy has been delayed due to missed deadlines on the Integrated Eligibility System (IES), which includes the foster care case management and financial accounting infrastructure.  An analysis should be conducted of this contract to determine if the IES vendor has liability from this three-year delay in implementation.  As soon as can be implemented, the Mountain Health Promise vendor should be required to cover capitation of the Bureau for Social Service and Medicaid expenditures, as was originally envisioned by the Legislature.   - Performance Based Measures on OOS Placements: The Mountain Health Promise vendor should be held financially accountable when a child is placed out of state or in an inappropriate alternative placement.  Performance based measures are a tool that the Centers for Medicare and Medicaid Services allows states to use to encourage certain actions beyond the traditional capitated incentive arrangement.  This strategy could also expedite implementation of these overarching range of policies. - Limited Liability Liability of providers caring for children remains a major barrier.  Liability insurance has been identified as a major avoidable cost by the provider community when comparing themselves to peers around the country.  Reducing operational costs are a benefit for the health of the provider infrastructure generally.  In addition, limited liability legislation may eliminate barriers that keep providers from expanding services or coming into West Virginia’s market. - Home and Community Based Service Delivery Placements in institutional settings must be the last resort for all children. Services in a familial placement in the child’s community should be the goal in every case where a child or their family have need.  While there are certainly instances where a child may need highly specialized services in a mental health setting, such supports must be the last resort, and as short in duration as possible, to ensure the child’s proper treatment, their own safety, and the safety of those supporting the child.  Despite significant momentum and progress starting in 2014, and commitment to the Department of Justice in a Memorandum of Understanding in 2019, DHHR has not been able to build out the infrastructure necessary to achieve the above stated goals.  Read the full article

[tamilansjob]

காஞ்சிபுரம் மாவட்ட வேலைவாய்ப்பு 2022 - 2023 Apply Protection Officer காலியிடங்கள்

காஞ்சிபுரம் மாவட்ட வேலைவாய்ப்பு 2022 – 2023 Apply Protection Officer காலியிடங்கள்

காஞ்சிபுரம் மாவட்ட வேலைவாய்ப்பு 2023 | Kancheepuram District Recruitment 2023: சமூக நலன் மற்றும் மகளிர் உரிமை துறை காஞ்சிபுரம் Protection Officer பதவிக்கான அறிவிப்பை அறிவித்துள்ளது. Department of Social Welfare and Women’s Rights அறிவித்த பதவிகளுக்கு தகுதியான விண்ணப்பதாரர்களிடம் இருந்து விண்ணப்பங்கள் வரவேற்கப்படுகின்றன. DSWO Kancheepuram அறிவிப்பின்படி மொத்தம் 01 காலியிடங்கள் நிரப்பப்பட உள்ளன.…

[nejob]

Ri Bhoi Social Welfare Recruitment 2022: Various Positions Under DRCDA

Ri Bhoi Social Welfare Recruitment 2022: Various Positions Under DRCDA

Ri Bhoi Social Welfare Recruitment 2022: District Social Welfare Officer, Ri Bhoi District, Nongpoh has released an employment notification for the recruitment of Various Positions under the District Resource Centre on Disability Affairs (DRCDA) Civil Hospital, Nongpoh, Ri Bhoi District, on a purely contractual basis. The last date for submission of the application is 2nd January 2023. 1.…

[findtnjobs]

TN SOCIAL WELFARE DEPARTMENT RECRUITMENT 2023 | MADURAI SOCIAL WELFARE GOVT JOB

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